EFFECTS OF ORGANIZATIONAL CULTURE ON PERFORMANCE OF SUPPLY CHAIN FUNCTIONS IN TURKANA COUNTY GOVERNMENT
Abstract
This study investigated the effects of organizational culture on the performance of supply chain functions in Turkana County. A descriptive research design was used for this study, with quantitative data being collected. The target population consisted of 137 respondents, including 10 Chief Officers, 18 County Public Service Board members, 41 County Executive Committee members, and 52 Directors in Turkana County Government offices. The sample size for this study was 102 respondents, and a structured questionnaire was developed and administered to the relevant departmental heads within the supply chain functions of the Turkana County Government. Descriptive statistics such as frequencies, percentages, means, and standard deviations were used to describe the data collected from the survey, while inferential statistics such as regression analysis and correlation analysis were used to test the hypotheses. Tables, graphs, and charts were used to present the data, enhancing clarity and ease of understanding. The findings of the study were presented in a comprehensive report. The study's hypotheses were examined by utilizing Pearson's Correlation Coefficient to determine the importance of the connections between the dependent and independent variables. The findings indicated a substantial and positive correlation between organizational culture and the effectiveness of supply chain operations in Turkana County. The study recommended that Turkana County prioritize the development of a positive organizational culture that values customer satisfaction, collaboration, continuous improvement, ethical behavior, and innovation.
Key Words: Organizational Culture, Turkana County Government, Management
CITATION: Lowalan, S. A., Mutiiria, E., & Gichunge, E. (2023). Effects of organizational culture on performance of supply chain functions in Turkana County Government. The Strategic Journal of Business & Change Management, 10 (3), 315 – 327.
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DOI: http://dx.doi.org/10.61426/sjbcm.v10i3.2709
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