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Adhocracy Culture and Strategy Implementation: An Application within Professional Bodies in Kenya

Author

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  • Anne W. Njagi
  • Joseph Ngugi Kamau
  • Charity W. Muraguri

Abstract

Strategy implementation presents the most complex aspects of an organization. This study aimed at establishing the relationship between adhocracy culture and strategy implementation in professional bodies in Kenya. To accomplish the main study objective, a descriptive research design was conducted and anchored on Cameron and Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. A sampling frame of 168 respondents from 28 active professional bodies registered with the Association of Professional Bodies in East Africa (APSEA) was targeted. Data were collected using a structured questionnaire. Purposive sampling was used to select six (6) top managers in constant touch with the strategy implementation of their organizations. The study tested a null hypothesis and the results were analyzed through regression ANOVA to establish the relationship between adhocracy culture and strategy implementation. From the results, it was found that adhocracy had a significant positive effect on strategy implementation. The study concluded that adhocracy culture and strategy implementation in professional bodies in Kenya have a significant relationship. The study recommends that the leadership of an organization should work to establish a structure that accommodates adhocracy within the organization. Both operational and business level management should be structured in such a way that there is adhocracy culture within the ranks of the organization. The study further recommends a similar survey across the East African region including more professional bodies and further pursuit of adhocracy culture to test its suitability in other organizations other than professional bodies.

Suggested Citation

  • Anne W. Njagi & Joseph Ngugi Kamau & Charity W. Muraguri, 2021. "Adhocracy Culture and Strategy Implementation: An Application within Professional Bodies in Kenya," International Journal of Business and Management, Canadian Center of Science and Education, vol. 15(9), pages 1-47, July.
    • Handle: RePEc:ibn:ijbmjn:v:15:y:2021:i:9:p:47
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    References listed on IDEAS

    as
    1. McCowan, Tristan, 2018. "Quality of higher education in Kenya: Addressing the conundrum," International Journal of Educational Development, Elsevier, vol. 60(C), pages 128-137.
    2. Dimitrios Belias & Athanasios Koustelios, 2014. "Organizational Culture and Job Satisfaction: A Review," International Review of Management and Marketing, Econjournals, vol. 4(2), pages 132-149.
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    More about this item

    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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