| dc.description.abstract | This study examined the impact of corporate culture on the effective implementation
of business strategy in tier one commercial banks in Kenya. The specific objectives
were to assess the influence of adhocracy, clan, market, and hierarchical cultures on
strategy implementation. A descriptive survey was conducted, involving six tier one
commercial banks as the analytical unit and the management team as the observation
unit. The target population consisted of 240 individuals. Stratified sampling was used,
and data was collected through questionnaires. Descriptive and inferential statistics
were employed for data analysis. The findings were presented using tables and
figures. The study revealed that adhocracy culture was prevalent in most tier one
banks, as evidenced by adaptable working environments and employee involvement
in task management. Clan culture fostered cohesiveness and a sense of belonging
among members. Market culture was associated with profitability and organizational
focus on key objectives. Hierarchical cultures influenced strategy implementation.
Based on the results, the study concluded that adhocracy culture enables leaders to
make instinctive decisions as was supported by 80% of the respondents, while clan
culture promotes unity and support among employees agreed upon by 75% of
respondents. Market culture contributes to organizational success, and hierarchical
culture influences implementation approaches. The study recommended that tier one
commercial banks in Kenya nurture adhocracy culture to enhance strategy
implementation. Creating a clan culture could be achieved through brainstorming
sessions, soliciting employee input, active listening by managers, and acting on
feedback. Hierarchical culture could be reinforced by emphasizing job titles and roles,
enforcing rules and order, promoting top-down communication, emphasizing
individual achievements, and maintaining a rigid structure. | en_US |
