INFLUENCE OF ADHOCRACY CULTURE ON PERFORMANCE OF PUBLIC UNIVERSITIES IN WESTERN KENYA
Abstract
This study established the influence of adhocracy culture on performance of public universities in western Kenya. The study was guided by dynamic capabilities theory. The study targeted 226 respondents comprising of 27 top management, 86 deans of schools, 9 in charge strategic department, 95 senior assistant administrators and 9 students’ president in all the nine universities in western Kenya. Stratified random sampling was used in selecting a sample size of 144 respondents. Primary data was collected with the help of questionnaires. Pilot study was done in Moi universities. Reliability was tested using Cronbach’s alpha and validity was tested using experts and factor analysis. Data was analyzed using both descriptive and inferential statistics. Descriptive statistics comprised of mean, standard error and standard deviation. Results showed that adhocracy culture strategy had a positive and significant influence on performance of public Universities in western Kenya. Western Kenya Universities and other public institutions would benefit from this study since it highlighted the key adhocracy culture initiatives essential to their top performance, survival, and growth. Higher education institutions will find significant value in using this information as a guide when making decisions on strategic management. It was therefore concluded that adoption of adhocracy culture strategy improves performance of public Universities. The study recommended that university management should motivate employees to use their creativity and to proactively seek out new ideas.
Key Words: Organizational Culture, Adaptability, Employees Empowerment
CITATION: Mchaizi, V., Okwemba, E., & Otsyula, J. (2023). Influence of adhocracy culture on performance of public universities in Western Kenya. The Strategic Journal of Business & Change Management, 10 (4), 326 – 340. http://dx.doi.org/10.61426/sjbcm.v10i4.2753.
Full Text:
PDFReferences
Abubakar, A. M., Elrehail, H., & Alatailat, M. A. (2019). Knowledge management, decision-making style and organizational performance. Journal of Innovation & Knowledge, 104-114.
Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human Resources Management Research, 1-10.
Augier, M., & Teece, T. D. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization science, 20(2), 410-421.
Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage. Academy of management review, 11(3), 656-665.
Beske, P., Land, A., & Seuring, S. (2014). Sustainable supply chain management practices and dynamic capabilities in the food industry: A critical analysis of the literature. International journal of production economics, 152, 131-143.
Chege, S. W., Gichunge, E., & Muema, W. (2022). Analysis of Adhocracy Culture Implementation Approach and Performance of Universities in Kenya. Journal of Strategic Management, 2(3), 1-10.
Gachagua, M., & Kinyua, G. (2022). Firm Performance as an Outcome of Adhocracy Culture: A Perspective of Level Five Hospitals in Kenya. International Journal of Managerial Studies and Research, PP 09-17.
Jiang, Z., Gollan, P. J., & Brooks, G. (2017). Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of Australia. The International Journal of Human Resource Management, 973-1004.
Joseph, O. O., & Kibera, F. (2019). Organizational culture and performance: Evidence from microfinance institutions in Kenya. Nairobi.
Kiziloglu, M. (2021). Impact of adhocracy Organizational Culture on Effective Knowledge Management. Pamukkale: Pamukkale University.
Madhani, P. M. (2010). Resource based view (RBV) of competitive advantage: an overview. Resource based view: concepts and practices. Pankaj Madhani, ed, 3-22.
Meng, J., & Berger, B. K. (2019). The impact of organizational culture and leadership performance on PR professionals’ job satisfaction: Testing the joint mediating effects of engagement and trust. Public Relations Review. 64-75.
Misigo, G. K., Were, S., & Odhiambo, R. (2019). Influence of adhocracy culture on performance of public water companies in Kenya. International Academic Journal of Human Resource and Business Administration, 3(5), 84-103.
Nikpour, A. (2017). The impact of organizational culture on organizational performance: The mediating role of employee’s organizational commitment. International Journal of Organizational Leadership, 65-72.
Njagi, A. W., Kamau, J. N., & Muraguri, C. W. (2020). Adhocracy Culture and Strategy Implementation: An Application Within Proffessional Bodies in Kenya. International Journal of Business and Management, pp 47-56.
Njuri, G. K. (2019). Organization Culture and Performance of The Judiciary in Nyeri County, Kenya. Nairobi: Repository of Kenyatta University.
Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 577-588.
Pisano, G., & Teece, D. (1994). The dynamic capabilities of firms: an introduction. Industrial and Corporate Change, 3(3), 537-556.
Rajan, D. (2019). Employee turnover and organization performance: A comparative study. 102-114.
Schilke, O., Hu, S., & Helfat, C. E. (2018). Quo vadis, dynamic capabilities? A content-analytic review of the current state of knowledge and recommendations for future research. Academy of management annals, 12(1), 390-439.
Talafidaryani, M. (2021). A text mining-based review of the literature on dynamic capabilities perspective in information systems research. Management Research Review, 44(2), 236-267.
Teece, D., & Pisano, G. (2003). The dynamic capabilities of firms. Berlin: Springer Berlin Heidelberg.
DOI: http://dx.doi.org/10.61426/sjbcm.v10i4.2753
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.