The Effect of Organizational Culture on the Strategy Implementation at Kenya Accreditation Service

Abstract

Strategy implementation presents several challenges for organizations operating in the dynamic and cutthroat commercial environment. The environment is composed of a variety of factors which are inter twinned to the organizational culture. The study aimed at establishing the effect of organizational culture on strategy implementation at KENAS. The study is guided by the following theories: competing Values Framework and Open Users Theory. The study employed a case-study design. The design has been found appropriate since it focuses on specific and unique cases. This design also allows a thorough, meticulous and systematic data collection on the research problem. The target population for this study was 16 respondents in managerial and senior positions tasked with strategy implementation at KENAS. The collection of primary data involved conducting interviews with top management at KENAS in Nairobi, using an interview guide that included open-ended questions. The acquired data was analyzed using the technique of content analysis. Content analysis is the most effective approach for assessing open-ended questions because to its flexibility and ability to provide an objective, methodical, and quantitative description of communication content. According to the results of this study, there are several obstacles that confront the execution of strategies. One of the difficulties included the organisation culture. Furthermore, a notable obstacle encountered throughout the execution of the approach was a lack of support and commitment. Inefficient leadership was identified as a contributing issue that impacted the execution of strategies. Upon deeper examination, the utilization of an unsuitable approach might provide a significant obstacle to the execution of a plan. The study further determined that the purpose, vision, and values of a business have an impact on the implementation of its strategy. The study suggests that attention should be given to leaders in various roles as they act as coaches, providing overall guidance while also promoting individual decision-making to select specific operational aspects. The study findings were exclusively relevant to KENAS. Consequently, the results cannot be extrapolated to encompass all companies. The report suggests doing more research to investigate the impact of organizational culture on strategy execution at KENAS.