Strategy-culture relationship at the university of Washington global assistance program Kenya
Odhiambo, Fredrick H
MetadataShow full item record
Organizations today are increasingly facing a number of challenges in their operations in various settings. In adopting various strategies to stem the challenges faced, they need to be informed of factors that affect their performance and the operationalization of the chosen strategies. Key to the success of every organization is the role played by its work culture. This study looked at the strategy-culture relationship within University of Washington Global Assistance Program-Kenya. Content analysis methodology was used in data analysis. The key findings of the study were that the organization adopted its work culture from the parent company from a different national setting, the adopted culture was not in tone with the Kenyan national culture and the organization founders had little say on the work culture used in the organization. The organization’s culture had been modified over time to keep it in tone with the national culture and the leadership view of the organization. Additionally, its strategies that were also adopted from the parent organization had been revised to suit the work culture adopted as a result of the difficulties that had been experienced with the institutionalizing the same. The study concluded that change in the organization’s culture causes a resultant change in it strategies whilst overtime evolution of strategies causes a resultant modification of the organizational work culture if it’s to maintain its competitive advantage. The study recommends that managers of the organization be given the authority to determine the work culture and strategies to be used within the organization and not be obliged to adopt those of the parent organization. Additionally, the organization needs time before it can fully formalize its systems thus the management need to ensure that there’s presence of a strong but flexible work culture to guide current and future organizational interactions. Limitations seen in this study are that the results of the study may not apply to all the organizations in the same setting given and that some degree of generalization is hypothetical. Further the study faces the limitation of its conclusion being personal opinion as there was only one company under study as opposed to several whose data could be compared. The methodology adopted is also descriptive and is limited by data availability. The study suggests its replication within the same industry to validate the findings or find new relationships between the two concepts. Further it recommends analyzing the relationship of these two concepts in light of a third concept of performance. Lastly the study recommends the use of complementary research methods specifically qualitative research in establishing content rich interpretation of the research results.