| dc.description.abstract | This study investigated the influence of organizational culture on implementation of
strategic plans in the Insurance Industry in Kenya. Guided by the Competing Values
Framework (CVF), the research was anchored on four cultural dimensions under the
model; Market, Adhocracy, Clan, and Hierarchy. The study aimed at assessing the role of
these cultural elements in influencing strategy implementation. The study adopted a
descriptive research design targeting a sample size of 180 respondents drawn from 30
insurance firms in Kenya. Questionnaires were used to collect data which was analyzed
through descriptive statistics, factor analysis, repeated measures ANOVA, reliability and
validity testing, and multiple regression modelling. The outcomes of the analysis revealed
that Market culture (M = 4.06) was the most popular, stressing performance-based
practices, followed very closely by Clan culture (M = 3.93) and Adhocracy culture (M =
3.73), with Hierarchy culture (M = 3.31) being the least prevalent. Regression analysis
revealed that Adhocracy culture was the only statistically significant determinant of
strategy execution (𝛽 = 0.075, 𝑝 = 0.028), highlighting the critical role of innovation,
agility, and adaptability in realizing strategic objectives. Despite not being statistically
significant, Market and Clan cultures considerably contributed to focus, commitment,
and teamwork, while Hierarchy culture was linked to slower decision-making and
negligible influence on strategic plan implementation. The study concluded that a
balanced cultural framework; integrating innovation, employee engagement,
performance orientation, and only the most essential rules, regulations, and structures,
is necessary for effective strategy execution. The study recommends maintaining
competitive performance setups, leveraging teamwork, adopting and encouraging
innovation-led practices, and streamlining bureaucratic processes. The study
recommends that future studies adopt longitudinal and mixed-method designs, include
additional organizational variables such as national culture and investigate the role of
intervening or moderating variables like firm size and digital transformation on strategic
plan implementation. While the findings are based on Kenyan Insurance Industry, they
present insights that adopted to further scholarly discourses and inform policy
formulation, leadership and organizational development, and strategic plan
implementation practices. | en_US |
