Effects of Organizational Culture on Strategic Change Management in Mombasa County Government
Keywords:
Organizational culture, Strategic Change management, County government and implementationAbstract
Organizational culture has the ability to shape organization's capacity for and receptiveness to change as well as the ability to shape the speed and efficiency with which things are done which also has to do with the skills and competencies of the respective managers. Therefore, organizational change often requires changing the organization's culture and learning. It has been noted that initial reforms implemented in Kenya were not very successful in attaining the desired objectives as the civil service grew progressively inefficient hence threatening to halt the growth of the economy. With the devolved system of governances, three years down the line only 21% of Kenyans are satisfied with the county government's performance and 53% of Kenyans expressing their dissatisfaction with the performances of county governments majorly due to invisible developments and service delivery as a result of devolution. Mombasa County has also been shown to face serious challenges in service delivery despite the wide ranging reforms put in place over the years. The study established the effect of organizational culture on strategic change management in Mombasa County Government. Both retrospective and cross sectional descriptive survey research design were adopted. The study was conducted among 4102 employees of the County Government of Mombasa. 12 key informants were picked using convenience sampling method while simple random sampling was adopted to sample 364 junior staff. Findings indicated that there was a positive and significant relationship between Organizational Culture and Strategic Change Management. The study recommended the County government of Mombasa to focus on organizational culture since they were found to have a positive and significant effect on the strategic change management.
Keywords: Organizational culture, Strategic Change management, County government and implementation
References
Alande, J. O. (2013). Role of Human Resource Management in Devolution of Counties in Kenya. Scientific Conference Proceedings, 588-598.
Ayiecha, F. O., & Senaji, T. A. (2014). Moderating effect of organizational culture on the implementation of turnaround strategy. IOSR Journal of Business and Management (IOSR-JBM), 16(4 Version 1), 88-93.
Laibuta, M. (2013). Implementing devolution in Kenya: challenges and opportunities two months on. Retrieved December 8, 2015, from International IDEA: http://www.constitutionnet.org/news/implementing-devolution-kenya-challenges-and- opportunities-two-months.
Ahmadi, S. A. A., Salamzadeh, Y., Daraei, M., & Akbari, J. (2012). Relationship between organizational culture and strategy implementation: typologies and dimensions. Global Business and Management Research, 4(3/4), 286.
Australian Public Service Commission. (2013). Policy implementation through devolved government. Retrieved January 14, 2016, from Australian Public Service Commission: http://www.apsc.gov.au/publications-and-media/archive/publications-archive/devolved- government.
Bagozzi, R. P. (Ed.). (1994). Principles of marketing research. Blackwell Business.
Belias, D., & Koustelios, A. (2014). The Impact of Leadership and Change Management Strategy on Organizational Culture. European Scientific Journal, 10(7), 451-470.
Chepkemoi, N., & Moronge, M. (2015). Challenges Hindering Effective Strategic Change Management In Counties In Kenya: A Case Of Nairobi County. Strategic Journal of Business & Change Management, 2(2(109)), 1672 – 1718.
Chepkoech, K. M., & Yabs, J. (2014). Strategic Changes Brought about by Bomet County in Kenya to Improve Performance. Master's Thesis, University of Nairobi, School of Business, Nairobi, Kenya.
Chemengich, M. K. (2013). Managing strategic change in public sector. Standard Research Journal of Business Management, 1(1), 1-40.
Collm, A., Schedler, K., & Rüegg-Stürm, J. (2011). Adapting Managerial Practices for Strategic Change. Dissertation no. 3880, University of St. Gallen, School of Management, Economics, Law, Social Sciences and International Affairs.
County Goverment of Mombasa. (2013). County Integrated Development Plan. Mombasa County Government, Mombasa.
D‟Ortenzio, C. (2012). Understanding change and change management process: A case study.
PhD Thesis, University of Canberra, Canberra, Australia.
Denison, D., Nieminen, L. R., & Kotrba, L. (2012). Diagnosing Organizational Cultures: A Conceptual and Empirical Review of Culture Effectiveness Surveys.
Desson, K., & Clouthier, J. (2010). Organizational culture - When does it matter? Symposium on International Safeguards, International Atomic Energy Agency, (pp. 1-9). Vienna, Austria.
Ekwutosi, O. C., & Moses, O. S. (2012). Internalization of Organizational Culture : A Theoretical Perspective. International Journal of Business Tourism and Applied Sciences, 1(2), 77-96.
Faghihi, A., & Allameh, S. M. (2012). Investigating the Influence of Employee Attitude toward Change and Leadership Style on Change Readiness by SEM (Case Study: Isfahan Municipality). International Journal of Academic Research in Business and Social Sciences, 2(11), 215-227.
Hamdok, A., Adejumobi, S., Mangué, G., Demeksa, K., Ranaivomanana, G., Tchoumavi, B. E., et al. (2010). Innovations and Best Practices in Public Sector Reforms: The Case of Civil Service in Ghana, Kenya, Nigeria and South Africa. Economic Commision of Africa
(ECA), Governance and Public Administration Division. Addis-Ababa: ECA Publication services.
Kazmi, A. (2008). Strategic Management and Business Policy (3rd ed.). New Delhi, India: Tata McGraw-Hill Education.
Khaunya, M. F., Wawire, B. P., & Chepng‟eno, V. (2015). Devolved Governance in Kenya; Is it a False Start in Democratic Decentralization for Development? International Journal of Economics, Finance and Management, 4(1), 27-37.
Kulkarni, S., & Narkhede, S. (2013). Impact Of Leadership Traits On The Effective Performance Of Bank Managers. International Journal of Business Management & Research (IJBMR), 3(3), 159-168.
Lankeu, M. R., & Maket, J. L. (2012). Towards a Results-Oriented Public Service in Kenya: The Modern Human Resource Management Perspective. International Journal of Business and Social Science, 3(21), 265-271.
Mabert, V. A., Soni, A., & Venkataramanan, M. A. (2003). Enterprise resource planning: Managing the implementation process. European journal of operational research, 146(2), 302-314.
McInerney, R., & Barrows, D. (2000). Management Tools for Creating Government Responsiveness: The Liquor Control Board of Ontario as a Context for Creating Change.
Mintzberg, H. (1984). Structure in Fives: Designing Effective Organizations (Illustrated, Reprint ed.). Prentice Hall PTR.
Mugambi, K. W., & Theuri, F. S. (2014). The Challenges Encountered By County Governments In Kenya During Budget Preparation. IOSR Journal of Business and Management (IOSR- JBM), 16(2 Ver. 1), 128-134.
Mulaki, A., & Williamson, T. (2015). Restructuring County Department of Health: Mombasa County Case Study. Washington, DC: Health Policy Project.
Murithi, F., Njeru, P., Chege, J., Muluvi, A., Odhiambo, P., Otieno, M., et al. (2013). Devolution is more than “Equitable” Sharing of National Resources. KIPPRA Policy Monitor, 6(1).
Naghibi, M. A., & Baban, H. (2011). Strategic change management: The challenges faced by organizations. International Conference on Economics and Finance Research, 4, 542- 544.
Nyachae, C. (2015). Despite the challenges, devolution on course to deliver aspirations of Kenyans. Retrieved January 24, 2016, from Nation Media Group: http://www.nation.co.ke/oped/Opinion/Devolution-Constitution-CIC-Chairman-Charles- Nyachae/-/440808/2692920/-/sss8diz/-/index.html
Oosterom, W., Ratan, N., Varma, N., Pierre, P., Ratan, N., de Montfort, R., et al. (2007). The Road Ahead for Public Service Delivery: Delivering on the Customer Promise. PricewaterhouseCoopers, Public Sector Research Centre.
Nyambane, O. C. (2014). Challenges Facing Devolution in Kenya: A Comparative Study.
Obudo, D., & Wario, G. (2015). Factors Influencing Management of Change in Public Sector in Kenya. The Strategic Journal of Business & Change Mananagement, 2(28), 546-560.
Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). London, UK: Jossey- Bass.
Song, X. (2009). Why Do Change Management Strategies Fail? Illustrations with case studies.
Journal of Cambridge Studies, 4(1), 6-15.
Sun, S. (2008, December). Organizational Culture and Its Themes. International Journal of Business and Management, 13(12), 137-141.
Van der Voet, J., Groeneveld, S., & Kuipers, B. (2014). Talking the talk or walking the walk? The leadership of planned and emergent change in a public organization. Journal of Change Management, 14(2), 171-191.
Van der Voeta, J. (2015). Change Leadership and Public Sector Organizational Change: Examining the Interactions of Transformational Leadership Style and Red Tape. The American Review of Public Administration.
World Bank. (2012). Devolution without disruption – Pathways to a successful new Kenya: Executive Summary. Kenya Fiscal Decentralization Knowledge Programme. Washington DC: The World Bank Group.
Kozlowski, The Oxford Handbook of Organizational Climate and Culture. Oxford, UK: Oxford University Press.