INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2778

www.rsisinternational.org

Performance-Driven Practices and Strategic Execution: Examining

the Influence of Market Culture on Strategic Plan Implementation in

Kenya’s Insurance Industry

Mung’athia Samson

, Dr. Nganu Margaret

, Dr. Nzioki Susan

Postgraduate Student, Machakos University, School of Business, Economics, Hospitality and Tourism

Management

2,3

Lecturer, Machakos University, School of Business, Economics, Hospitality and Tourism Management

DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000225

Received: 12 October 2025; Accepted: 18 October 2025; Published: 08 November 2025

ABSTRACT

This study examines the impact of market culture on the execution of strategic plans in the insurance industry in

Kenya. Grounded on the Competing Values Framework (CVF) model developed by Robert Quinn and John

Rohrbaugh (1983), the study explores how core aspects of market culture such as performance orientation, goal

achievement, customer centricity and competitiveness influence strategy implementation. Market culture is

epitomized by its results-driven approach, strong external focus and a strong emphasis on success through

excellent customer service and superior performance. These characteristics are essentially relevant in the

insurance industry which is highly regulated and dynamic thus requiring agility and customer service for long-

term competitiveness and success. A descriptive research design was adopted, drawing 180 respondents from 30

insurance firms across Kenya. Data was collected using structured questionnaires to capture the perception of

the employees on the effect of market culture on strategy execution practices. The collected data was analyzed

using descriptive statistics, repeated measures ANOVA, factor analysis, and multiple regression analysis to find

out the relationship between the variables and examine the strength of the market culture type. The findings

indicated that market culture was the most dominant cultural dimension in the Kenyan insurance industry with

a mean score of 4.06, highlighting the sector-wide commitment to competitiveness, productivity, and external

positioning. Despite not being a statistically significant predictor strategic plan implementation, market culture

contributed hugely to organizational focus, performance discipline, and accountability. The research concludes

that market oriented cultural practices remain a crucial enabler of strategy execution, particularly when balanced

with collaboration and flexibility. The study recommends that insurance companies develop performance metrics

corresponding to strategic goals, entrench customer-focused systems, and incorporate competitive intelligence

into strategic planning processes. Such practices would enable firms to translate market driven values into long-

term strategic results, strengthening both competitiveness and sustainable success.

Keywords: Market culture, Organizational culture, Strategic plan implementation, Insurance industry,

Competing Values Framework, Kenya.

INTRODUCTION

Modern day firms operate in increasingly dynamic, competitive and fast-evolving environments, necessitating

strategic flexibility, strong performance and competitive orientations. In this context, organizational culture

plays a vital role in determining the efficiency of strategy execution. Among the four cultural types espoused in

the Competing Values Framework; market, adhocracy, clan, and hierarchy, market culture stands out for its

emphasis on results, external focus, and urge for competitive success (Gong, Jiang & Liang, 2022). The culture

prioritizes customer satisfaction, attainment of set targets, and productivity aligning organizations initiatives

with measurable and tangible results. In the Kenyan insurance sector, where competition is stiff and customer

retention a priority, market culture becomes a vital determinant of strategic efficiency.

In spite of its significance, the connection between market culture and strategy execution remains understudied,

especially in the dynamic industries in developing economies like Kenya. Insurance industry players are met

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2779

www.rsisinternational.org

often met with execution gaps despite having well-formulated strategic plans, raising issues about the role of

organizational culture in strategy execution success (Courser, 2024). Comprehending whether competitive and

results-focused culture enhances or hinders effective strategy execution is crucial for both practitioners and

scholars. Thus, this study evaluates how key aspects of market culture; competitiveness, goal-achievement,

customer centricity, and performance orientation, influence the implementation of strategic plans in the Kenyan

insurance sector. The findings of the study aim to provide deeper insights into how cultural alignment enhances

or inhibits strategy implementation in dynamic business environments.

Background of the Study

Effective execution of strategic plans remains one of the most vital yet challenging elements of organizational

success. While many organizations commit considerable amount of resources to developing strategic plans, very

few attain their intended targets due to gaps in execution. The conversion of strategic plans into tangible and

measurable outcomes calls for not only effective managerial practices but also corroborative organizations

behaviors and values. It is within this backdrop that organizational culture becomes essential, as it impacts how

employees translate goals, make decisions and participate in shared organizational goals (Varrier, 2025). A well

aligned and strong organizational culture provides the seamlessness necessary for successful strategy

implementation across departments and levels.

Among the four culture types under the Competing Values Framework (CVF), market culture stresses

competitiveness, performance excellence, and goal achievement. It emphasizes customer satisfaction, results,

and external positioning; all of which directly impact an firms’ capacity to deliver on strategic initiatives (Kim

& Jung, 2022). In sectors marked by fast changing market conditions and customer-focused set-ups as is the case

with the Kenyan insurance sector, a performance-focused culture can lead to accountability and operational

discipline. Market culture inspires employees to set ambiguous targets, pursue efficiency, and measure outcomes;

all of which are vital for realizing strategic goals in competitive business environments.

In the Kenyan insurance industry, companies operate in an increasingly dynamic environment characterized by

regulatory shifts, changing customer expectations, and technological disruptions. These aspects demand

organizational cultures that strike a balance between control and adaptability coupled with innovation and

competitiveness. Market culture presents a framework for streamlining internal efforts to attain external success,

ensuring that strategic plans are not only well-designed but also efficiently executed (Batule et al., 2025).

Comprehending how market culture impacts strategy execution is therefore necessary in closing the gap between

strategy planning and implementation, enabling insurance companies to attain long-term performance and

sustainable strategic impact.

THEORETICAL FRAMEWORK

This study is anchored on the Competing Values Framework (CVF) model developed by Quinn and Rohrbaugh

in (1983), a widely renown model for categorizing organizational culture. The CVF models opines that every

organization operates within a framework defined by two facets; internal vs. external firm focus and stability vs.

flexibility (Zen et al., 2021). These interlocking facets produce four different culture types; market, adhocracy,

clan, and hierarchy. Each of the four culture types impacts organizational behavior, strategic orientation, and

leadership style in a unique way. The model offers a lens through which to examine how organizational values,

behavior, and priorities inform performance, adaptability, and strategy execution.

Within this framework, market culture is placed in the control and external focus quadrants, stressing goal

achievement, competitiveness, and productivity. Firms with dominant market culture emphasize performance

indicators such as market share, profitability, and customer satisfaction (Faramarzi, Worm & Ulaga, 2024).

Leadership in such set ups tends to results oriented, focusing on set goals, measurable outcomes, and targets.

This organizational orientation makes market culture especially relevant to strategic plan execution where

successful implementation depends on the ability to convert high-level plans into practical results. By inculcating

internal accountability and external awareness, market culture orients firm’s energy toward achieving long-term

strategic competitiveness.

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2780

www.rsisinternational.org

In the case of Kenyan insurance industry, where companies deal with enormous market competition, evolving

consumer needs, and changing regulatory environment, the CVF model presents a comprehensive theoretical

bases for evaluating how culture impacts strategy implementation. Market culture supports flexibility in

responding to external pressures while maintaining performance discipline within the firm (Kafetzopoulos &

Katou, 2024). The model also allows for contrasting across cultural orientations, offering awareness into market-

oriented characteristics interact with collaboration and flexibility to shape strategic results. Thus, the CVF model

not only informs this study conceptually but also underpins the dynamic balance needed between adaptability,

competitiveness, and long-term strategic performance.

Problem Statement

Despite the extensive adoption of strategic planning practices across the Kenyan insurance industry, many firms

continuously struggle to translate strategic plans into tangible outcomes. While many of the firms stress

performance orientation, competitiveness, and target achievement, these efforts often fail to achieve expected

outcomes. One possible reason for this disconnect is the nature and strength of organizational culture;

particularly market culture which stresses results, customer focus, and accountability. However, there is little

empirical evidence showing how market culture influence or inform the implementation of strategic plans. This

study thus seeks to close that gap by evaluating the impact of market culture on strategic plan execution.

Research Objective

To determine the influence of organizational market culture on implementation of strategic plans in the insurance

industry in Kenya.

Significance of the Study

The results of this study contribute considerably to the expanding body of research on organizational culture by

presenting empirical findings on the role of market culture in influencing strategy execution. By evaluating how

customer focus, competitiveness, and performance attributes impacts execution outcomes, the research deepens

the theoretical comprehension of the relationship between culture and strategy. Practically, the findings provide

the industry players with actionable evidence on how to reconcile performance systems, customer service

initiatives, and reward structures with strategic goals. Eventually, the research features how inculcating a strong

market culture can strengthen efficiency, accountability, and general organizational effectiveness.

LITERATURE REVIEW

Market Culture in the CVF

Market culture is hugely results-oriented, stressing customer satisfaction, external competitiveness, and

continuous innovation. It is based on the belief that the external business environment is highly aggressive,

requiring companies to offer superior value to remain relevant in the market place. In market market-oriented

organizations leadership focus on performance metrics, accountability, and goal clarity, inspiring employees

through challenging but attainable targets (Okoro, 2022). Such practices foster confidence and efficacy within

the organization (Boikanyo, 2024). However, obsession with external achievements may risk forfeiting

employee welfare and internal cohesion, pointing to the need to strike a balance between productivity and firm’s

well-being.

Market Culture and Strategic Implementation

Market-focused cultures paly a critical role in ensuring effective strategy execution by fostering a strong focus

on performance, results, and external competitiveness. According to Akpa, Asikhia, and Nneji, (2021) such

cultures inspire accountability, goal clarity, and clear relationship between organizational and individual goals.

Organizations that value customer satisfaction and external alignment often exemplify productivity and superior

market responsiveness. Employees in these set-ups are inspired to meet measurable targets as performance-based

assessment systems help transform strategic goals into tangible outcomes. This emphasis on measurable

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2781

www.rsisinternational.org

outcomes also strengthens coordination across departments making sure that all efforts are aimed at realizing a

firm’s strategic goals.

However, while market culture fosters performance orientation, it can also generate potential challenges if not

balanced with collaboration and flexibility. Overemphasis on performance may discourage risk-taking,

teamwork, and creativity, resulting into short-term focus or employee exhaustion. Obsession with targets may

also hamper innovation and knowledge sharing, both of which are critical for sustained strategic performance.

Thus, successful strategy execution in market-focused organizations needs a delicate balance between external

success and internal cohesiveness. As noted by Gutierrez et al., (2022), firms that adopt a combination of strong

performance orientation with adaptive and supportive cultural characteristics are more poised to achieve

sustained strategic performance in competitive set ups.

Empirical Studies

Several studies have evaluated the relationship between organizational culture and strategic plan implementation

across sectors and contexts. Kafetzopoulos and Katou (2024) found that market-inclined cultures foster strategic

flexibility by ensuring alignment between business processes and market demands. Likewise, Al Maazmi,

Abubakar, and Raziq (2024) concluded that market culture had a positive influence on innovation orientation

among the SMEs in UAE, particularly when moderated by effectuation. Buhumaid (2022), found out that

balanced cultural incorporation is necessary for effective management of Dubai Government Organizations,

while Aichouche et al. (2022) that organizational culture was vital for knowledge diffusion and storage.

Generally, these findings reiterate the importance of performance-based and externally driven cultures in

realizing strategic adaptability and execution efficiency.

In Kenya, several studies several studies uphold the positive role of market culture in strategy execution. Mugo

and Namusonge (2023) concluded that all the four cultural elements under CVF had a considerable influence on

strategy, with market culture having the strongest influence. Nderitu, Waiganjo and Orwa (2021) found out that

goal-achievement and competitiveness influence and impact strategic plan implementation in private

universities. Likewise, Ombachi and Deya (2022) found out that competitive organizational cultures lead to

better outcomes in commercial banks in Kenya, while Njoroge (2023) underscored that accountability-oriented

organizational cultures account for over 60% of variations in strategic plan implementation among state

corporations. Conclusively, these studies reiterate the critical role played by market culture in strengthening

strategic results across industries.

Conceptual Framework

The conceptual framework is founded on the premise that market culture; espoused performance-orientation,

customer focus, and competitiveness, directly impacts strategy execution results. A strong market culture lines

up firm behaviors and systems towards attaining measurable outcomes, inculcating accountability and external

responsiveness. When performance targets are clear and customer contentment prioritized, resources are

effectively mobilized, and implementation process becomes more refined. The dependent variable, strategy

execution, is thus manifested through effective resource alignment, execution efficiency, and goal achievement.

This framework shows that the strength of market culture influences the effectiveness of translating strategic

goals into actionable and measurable outcomes within organizations.

Market Culture

Strategic Plan

Implementation

Independent Variable

Dependent Variable

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2782

www.rsisinternational.org

METHODOLOGY

Research Design

This study deployed a descriptive research design to evaluate the relationship between the market culture and

strategy execution within the Kenyan insurance sector. The design was suitable as it facilitated methodical

collection and analysis of quantitative data without modifying variable, allowing for an unbiased assessment of

the prevalent firm dynamics. Through this design, the study gained insightful understanding into how market

culture elements such as performance focus, customer orientation, and competitiveness, suffice in practice and

impact strategic plan implementation. The design further allowed the use of structured questionnaires and

statistical methods to alienate trends, variations, and associations across different industry players, thereby

strengthening the validity and reliability of the study.

Population and Sampling

The target population for the study was all the 59 insurance firms registered and licensed by the Insurance

Regulatory Authority (IRA), in both general and life categories. The study applied a multistage sampling

technique, where Nassiuma’s (2000) sample size determination formula was deployed to arrive at a sample size

of 30 insurance firms. Then systematic sampling technique was used to ensure fair representation across firm

ownership, specialization, and size thus minimizing selection bias (Dubey & Kothari, 2022). From of the 30

firms, six respondents were purposively selected based on their role in strategic planning and execution process,

resulting to 180 respondents. The respondents included chief executive officers, human resource managers,

finance managers, departmental heads, and strategy officers, offering informed apprehension into the influence

of market culture on strategy execution in the Kenyan insurance industry.

Data Collection

Data was collected through the use of a structured questionnaire designed to evaluate respondent’s perception of

market culture and strategy execution practices in the Kenyan insurance industry. The data collection instrument

included Likert-scale items and open-ended questions, based on the Organizational Culture Assessment

Instrument (OCAI) developed by Cameron and Quinn (2011) as well as other relevant strategic management

literature. The assessment tool captured key aspects of market culture such as competitiveness, customer

orientation, and performance focus, alongside strategy implementation indicators. To ensure comprehensiveness

in coverage and reliability of data, the questionnaires were administered to 180 participants drawn from the

sampled 30 insurance firms. To maximize response rate and consistency, the questionnaires were distributed both

physically and electronically.

Data Analysis

Analysis of data began with the application of descriptive statistical analysis to summarize and present the

dimensions of market culture and elements of strategy execution across the selected insurance companies.

Mathematical tools such as frequencies, means, and standard deviations were used to analyze the perceptions of

the respondents regarding major market culture aspects such as competitiveness, customer orientation, and

market performance. These descriptives presented a highlight of how market-oriented practices are integrated

within the Kenyan insurance industry. To ensure reliability and validity, factor analysis was carried out to confirm

construct validity, while ANOVA and regression analysis were used to evaluate the linkage between market

culture and strategy execution, presenting empirical evidence connecting performance-driven values to effective

strategic plan implementation.

RESULTS

The results of the study revealed that among the four types of culture under CVF, market culture had the highest

mean score (M = 4.06), indicating that most insurance firms in Kenya lay emphasis on competitiveness,

performance excellence, and customer-satisfaction. These findings indicate that most firms within the Kenyan

insurance industry operate with an external focus, earnestly attempting to outperform competitors and deliver

quality customer service. The popularity of market culture reflects the industry’s dynamic and results-oriented

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2783

www.rsisinternational.org

environment, where attaining tangible results and maintaining long term competitive advantage are key

priorities. Such an organizational culture fosters accountability, discipline, and continuous performance

optimization among the members of an organization.

However, regression analysis results indicated that market culture was a statistically insignificant predictor of

strategic plan implementation (β = 0.024, p = 0.525). Despite being statistically insignificant, the culture

contributed positively to goal alignment, accountability, and performance monitoring systems. Organizations

with stronger market culture enjoyed better alignment between Key Performance Indicators (KPIs) and firm’s

strategic objectives. These findings allude that while market-focused attributes inculcate performance awareness

and clarity of goals, they may not directly deliver consistent strategic execution outcomes. This means that other

cultural or contextual factors could be moderating factors in this relationship.

DISCUSSION

The results of the analysis show that while market culture does not single-handedly predict strategy execution,

it forges a strong bases for goal alignment and performance discipline. Its emphases on accountability,

competition, and tangible results reinforces organizational push towards attaining results. However, the findings

reveal that in the absence of complimentary aspects such as teamwork, innovation and adaptability, market

culture may create inflexibility. Therefore, successful strategy execution in the Kenyan insurance industry

depends not only achievement orientation but also on organizational culture that fosters flexibility, collaboration,

and responsiveness to market dynamics.

These findings were in tandem with previous studies by Chen and Lin (2021) and Agustian et al. (2023), which

reiterate that market culture strengthens performance through competitiveness and clear objectives.

Nevertheless, the existing studies also caution that excessive obsession with targets and performance metrics can

stifle adaptability and impede innovation. Likewise, the current study indicates that while insurance industry

players with strong market culture are synonymous with higher performance awareness, they are likely to neglect

the human and creative aspects essential for long-term strategic success. Thus, striking a balance between

performance drive and agility remains necessary for sustainable execution effectiveness.

For the industry practitioners, the findings emphasize the significance of aligning performance measurement

metrics with firm’s strategic goals. Leadership should not only fixate on performance excellence but also

inculcate agility and continuous learning to remain reactive to the market dynamics. Integrating customer

intelligence and feedback loops into strategic plan implementation can strengthen responsiveness, creativity, and

innovation. Moreover, incorporating element of supportive subcultures can help moderate the competitive

aggressiveness inculcated by market culture, nurturing a more sustainable and holistic approach to strategy

execution.

CONCLUSION AND RECOMMENDATIONS

Conclusion

The study deduces that market culture plays a critical yet mundane role in strategy execution with the Kenyan

insurance industry. By stressing accountability, competitiveness, and performance, market culture cultivates goal

alignment and discipline necessary for realizing strategic objectives. However, the results also indicate that

market culture alone is inadequate to secure successful strategy execution. When overly relied upon, it can result

to rigidity and forfeiture of teamwork and creativity. Thus, firms should incorporate market culture with

collaborative cultural elements such as open communication, adaptability, and knowledge sharing to strengthen

agility and responsiveness. A well-balanced cultural positioning definitely fosters execution efficiency, strategic

coherence, and long-term organizational performance.

Recommendations

Based on the findings of the study, firms should develop and progressively monitor performance indicators that

are directly aligned with their strategic goals. Such alignment ensures that all departments work seamlessly and

cohesively towards tangible results. Leadership should also cultivate customer-centered execution approaches

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2784

www.rsisinternational.org

that link performance to customer satisfaction and market responsiveness. However, organizations should take

caution not to overemphasize competitiveness at the expense of teamwork and collaboration. Striking a balance

between performance orientation and teamwork, flexibility, and learning ensures that firms are able to adapt to

the changing environments while retaining accountability and competitiveness. Eventually, inculcating a culture

that aligns competitiveness with collaboration enhances both implementation of strategic plans and sustainable

organizational growth.

Future studies should examine how market culture relate with digital transformation, leadership styles, and

external market dynamics to impact execution of strategic plans. Examining these interrelations would offer a

more holistic apprehension of how different environmental and organizational factors influence success of

strategic plans. In addition, comparative research across multiple industries would help understand whether the

effects of market culture vary between industries, sectors, and regulatory contexts. Longitudinal studies may also

present an understanding of how changes in market culture over time influence sustained organizational

performance and innovation, presenting deeper awareness for policy makers and practitioners in the insurance

and wider business sectors.

REFERENCES

1. Agustian, K., Pohan, A., Zen, A., Wiwin, W., & Malik, A. J. (2023). Human resource management

strategies in achieving competitive advantage in business administration. Journal of Contemporary

Administration and Management (ADMAN), 1(2), 108-117.

2. Aichouche, R., Chergui, K., Brika, S. K. M., El Mezher, M., Musa, A., & Laamari, A. (2022). Exploring

the relationship between organizational culture types and knowledge management processes: A meta-

analytic path analysis. Frontiers in Psychology, 13, 856234.

3. Akpa, V. O., Asikhia, O. U., & Nneji, N. E. (2021). Organizational culture and organizational

performance: A review of literature. International journal of advances in engineering and management,

3(1), 361-372.

4. Al Maazmi, K. G., Abubakar, Y. A., & Raziq, M. M. (2024). Linking Hierarchy Culture, Market Culture

and Innovation Orientation: Moderating Roles of Causation and Effectuation. International Review of

Management and Marketing, 14(6), 378-388.

5. Batule, R. B., Kanade, T. M., Joseph, J., & Kulkarni, S. (Eds.). (2025). Navigating Strategic Success: A

Roadmap to Sustainable Strategic Management. CRC Press.

6. Boikanyo, D. H. (2024). The role of employee behavior and organizational culture in strategy

implementation and performance in a VUCA world. In Organizational Culture-Cultural Change and

Technology. Intech Open.

7. Buhumaid, M. (2022). Approaching the impact of organizational culture on quality management

practices using the competing values framework: the case study of Dubai government organisations.

International Journal of Productivity and Quality Management, 37(2), 284-304.

https://doi.org/10.1504/IJPQM.2022.126343

8. Courser, R. (2024). Line of Sight: The Five Keys for Strategic Execution in an Age of Uncertainty. Simon

and Schuster.

9. Dubey, U. K. B., & Kothari, D. P. (2022). Research methodology: Techniques and trends. Chapman and

Hall/CRC.

10. Faramarzi, A., Worm, S., & Ulaga, W. (2024). Service strategy’s effect on firm performance: A meta-

analysis of the servitization literature. Journal of the Academy of Marketing Science, 52(4), 1018-1044.

11. Gong, L., Jiang, S., & Liang, X. (2022). Competing value framework-based culture transformation.

Journal of Business Research, 145, 853-863.

12. Gutierrez, L., Lameijer, B. A., Anand, G., Antony, J., & Sunder M, V. (2022). Beyond efficiency: the

role of lean practices and cultures in developing dynamic capabilities micro foundations. International

Journal of Operations & Production Management, 42(13), 506-536.

13. Kafetzopoulos, D., & Katou, A. A. (2024). Expanding strategic flexibility through organizational culture,

industry 4.0 and market orientation. International Journal of Productivity and Performance Management,

73(5), 1305-1325.

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2785

www.rsisinternational.org

14. Kim, J., & Jung, H. S. (2022). The effect of employee competency and organizational culture on

employees’ perceived stress for better workplace. International journal of environmental research and

public health, 19(8), 4428.

15. Mugo, C. N., & Namusonge, M. (2023). Organization culture and strategy implementation choices in the

Ministry of East Africa Community and Regional Development, Nairobi City County, Kenya. Kenyatta

University. https://doi.org/10.35942/py3yvf18

16. Nderitu, J. W., Waiganjo, E., & Orwa, G. O. (2021). Evaluating effect of organizational culture on

strategy implementation in private chartered universities in Kenya. International Journal of Research in

Business and Social Science, 10(2), 123-133.

17. Njoroge, E. W. (2023). Organizational Culture and Strategy Implementation Among Commercial State

Corporations in Kenya (Doctoral dissertation, University of Nairobi).

18. Okoro, H. M. (2022). Organizational Culture and Performance: The Practice of Sustaining Higher

Performance in Business Merger & Acquisition. Rowman & Littlefield.

19. Ombachi, D. M., & Deya, J. (2022). Influence of corporate culture on strategy implementation: A survey

of commercial banks in Kenya. International Academic Journal of Human Resource and Business

Administration, 4(1), 346-362.

20. Varrier, G. (2025). Strategic Business Management in Crisis Times. Educohack Press.

21. Zeb, A., Akbar, F., Hussain, K., Safi, A., Rabnawaz, M., & Zeb, F. (2021). The competing value

framework model of organizational culture, innovation and performance. Business process management

journal, 27(2), 658-683.