Organizational Culture and Strategy Implementation in Kenya Government Tourism Agencies

Authors

  • Dr. Juliana Kyalo Lecturer, Consultant & Certified Hospitality Educator

DOI:

https://doi.org/10.47672/ejpcr.1662

Keywords:

Organizational Culture, Strategy Implementation, Tourism, Kenya

Abstract

Purpose: The main aim of this study was to examine the influence of organizational culture on strategy implementation in Kenya Government Tourism Agencies.

Materials and Methods: The study used a positivist approach research philosophy. The research designs employed in this study were explanatory and descriptive research designs. The study population comprised of the tourism industry. The study included the ministry of tourism itself since it is the parent ministry that regulates and oversees the operations of the tourism agencies to give a total of 10 areas of study. A sample of 327 was achieved based on the following formula. This study used primary data. The study used questionnaires and interview guides to collect both qualitative and quantitative data. Quantitative data was analyzed through scientific methods using the statistical package for social sciences (SPSS version 22) while qualitative data was analyzed thematically. The descriptive statistics was first used to analyze the demographic factors of the respondents using frequencies and charts. Inferential statistics such as correlation and multiple linear regression analysis were used to test the relationship among the variables as per the study hypothesis.

Findings: The culture of an organization was found to play a critical role in implementation of strategies and consequently realizations of set objectives and profits in organizations. Organizational norms, ethics, employee training and organizational climate are very key in achieving success while implementing strategies.

Implications to Theory, Practice and Policy: It is recommended that organizations (tourism industry) create strategy implementation promoting culture, culture of timeliness, innovative culture, ethics and one which promotes team spirit. These aspects of culture need to be reinforced and strengthened to ensure implementation of strategies is smooth and quick enough. This study thus bridges the gap between theory and practice, offering a nuanced understanding of the interplay between organizational culture and strategy implementation in a critical sector for Kenya's economy.

Downloads

Download data is not yet available.

References

Abok. A., Waititu, A., Gakure, R., & Ragui M. (2013). Culture's role in the Implementation of Strategic plans in non-governmental organizations in Kenya. Prime Journal of Social Science (PJSS), 2(4), 291-295.

Ahmadi, S. A. K., Salamzadeh, Y, Daraei, M & Akbari, J. (2012). Relationship between Organizational Culture and Strategy Implementation: Topologies and Dimensions: Global Business and Management Research. An International Journal, 4(3)

Atkinson, H (2006). Strategic Implementation: A Role for the balanced scorecard? Management Decision, 44 (10), 1441- 1460.

Beer, M, & Eisenstat, R. (2000). The silent killers of strategy implementation and learning, Sloan Management Review. 41(4), 29-40.

Bell, P., Dean, G & Gottschalk, P. (2010). Information management in law enforcement: the case of police intelligence strategy implementation. International Journal of Information Management, 30(1), 343-349

Bhimani, A., & Langfield-S. K. (2007). Structure, formality and the importance of financial and non-financial information in strategy development and implementation. Management Accounting Research, 18(1), 3-31.

Brenes, E. R., Mena, M., & Molina, G. E. (2008). Key success factors for strategy implementation in Latin America. Journal of Business Research, 61(6), 590-598.

Cater, T., & Pucko, D. (2010). Factors of effective strategy implementation: Empirical evidence from Slovenian business practice. Journal for East European Management Studies, 15(3), 207-236.

Chandran, E. (2004). Research Methods: A Quantitative Approach. Nairobi: Daystar University.

Chi"Hung, Y, Lee, G., & Pai, C. (2012). How information system capability affects e"business information technology strategy implementation: An empirical study in Taiwan. Business Process Management Journal,18 (2) 197 - 218

Cole, G.A (1996). Management: Theory and Practice (5thed.). DP Publications.

Corboy, M & O'Corrbui, D. (1999). The seven deadly sins of strategy. Management Accounting Journal, 10 (2) 29-30

Dagher, J., & Monash, J.K. (2011). Factors Influencing ERP Implementation in Australia. In: Ariwa, E., El-Qawasmeh, E. (eds.) Digital Enterprise and Information Systems, 197-205.

Frost, F. A., & Shanka, T. (2004). Tourism strategies and opportunities in Kenya and Ethiopia e: A case approach. Bentley, West Australia: Curtin Business School.

Goggin, M. L., Bowman, A., Lester, J. P., & O'Toole, L. J. (1990). Implementation theory: Toward a third generation. Glenview, IL: Scott Foresman.

GoK (2013). National Tourism Strategy: 2013-2018, Ministry of East Africa, Commerce and tourism, Government printer, Nairobi.

Government of Kenya (2014). Economic Survey. Nairobi. Government printer.

Government of Kenya (2015). Statistical Abstract. Nairobi. Government printer

Iriana, R., & Buttle, F (2008). Does organizational culture influence CRM outcomes?.Australia and New Zealand Marketing Academy Conference 2008: marketing: shifting the focus from mainstream to offbeat (1 - 3 December 2008: Sydney).

Isaboke, C.M (2015). Influence of organizational culture on strategy Implementation in selected Universities in Kenya. International Journal of Economics, Commerce and Management. 111(9).

Janicijevic, N (2012). Influence of organizational culture on organizational preferences; towards the choice of organizational change strategy. Economic Annals, (193) 2

Lehner, J. (2004). Strategy Implementation Tactics as Response to Organizational, Strategic, and Environmental Imperative. Management Review.

Mantere, S. (2008). Role expectations and middle manager strategic agency. The Journal of Management Studies, 45(2), 294.

Manyasi N. B (2009). Crisis Management: A Challenge in Institutions of Higher Learning in Kenya: A Conference Paper Presented At The 1st KIM Conference On Management: A Journal Of The KIM School Of Management, 2070-4730

Mayaka, M.A & Haushila Prasad, H (2012). Tourism in Kenya: An analysis of strategic issues and challenges. Tourism Management Perspectives, 1, 48-56

Miller, S. (1997). Implementing Strategic Decisions: Four key Success Factors. Organizational studies. 18 (4), 577-602.

Miller, S., Wilson, D., & Hickson, D. (2004). Beyond planning: strategies for successfully implementing strategic decisions. Long Range Planning, 37(3), 201-218.

Murithi, J., (2009). Challenges facing implementation of business strategies in the public sector in Kenya. Unpublished Journal. University of Nairobi

Mutindi, U.J.M., Namusonge, G.S & Obwogi, J (2013). Effects of strategic management drivers on organizational performance: A survey of the hotel industry in Kenyan coast. International Journal of Arts and Commerce, 2 (11)

Okumus, F., (2001). Towards a Strategy Implementation Framework, International Journal of Con-temporary Hospitality Management, 13(7), 327-338.

Pearce, J.A & Robinson, R.B (2013). Strategic Management. Planning for domestic and global competition (13thed), McGraw-Hill, International Edition, USA

Pearce, J.A. &Zahra, S.A. (1992). Board composition from a strategic contingency perspective. The Journal of Management Studies, 29, 411-439.

Rajasekar, J (2014). Factors affecting Effective Strategy Implementation in a Service Industry: A Study of Electricity Distribution Companies in the Sultanate of Oman.International Journal of Business and Social Science, 9(1), 169-183.

Rifat, Shannak, Obeidat & Masadeh (2012). Culture and the Implementation Process of Strategic Decisions in Jordan. Journal of Management Research, 4(2).

Rosenberg, L., & Schewe, C. (1985). Strategic planning: Fulfilling the promise. Business Horizons, 28(4), 54-62.

Schaap, J. I. (2012). Strategy implementations - can organizations attain outstanding performance? Strategic Management Review, 6(1), 98-121.

Schein, E. M. (2009). Organizational culture and leadership (3rd.ed.). Jossy-Bass.

Schubert, S.F., Brida, J.G., & Risso, W.A. (2011). The impacts of international tourism demand on economic growth of small economies dependent on tourism. Tourism Management, 32(2), 377-385.

Sterling, J. (2003). Translating strategy into effective implementation: dispelling the myths and highlighting what works. Strategy & Leadership, 31(3), 27-34.

UNWTO (2015). UNWTO World Tourism Barometer, Vol, 11, October, pp 1-7, World Tourism Organization, Madrid.

Viseras, E.M., Baines, T., & Sweeney, M. (2005). Key success factors when implementing strategic manufacturing initiatives. International Journal of Operations & Production Management, 25, 151-179.

Yamane, T. (2001). Elementary Sampling Methods (Turkish translation) Literature Publishing, Distribution, Marketing. Industry and Trade Co., Istanbul, 170-174.

Zaribaf, M., & Bayrami, H. (2010). An effective factors pattern affecting implementation of strategic plans. Academic and Business Research Institute.

Downloads

Published

2023-11-25

How to Cite

Kyalo, J. . (2023). Organizational Culture and Strategy Implementation in Kenya Government Tourism Agencies. European Journal of Philosophy, Culture and Religion, 7(2), 13–28. https://doi.org/10.47672/ejpcr.1662