The Impact of Organisational Culture on the Implementation of Strategic Plans in Ghanaian Public Universities: The Mediating Role of Administrative Staff Commitment. The Case of the University of Mines and Technology (UMaT), Tarkwa, Ghana.

Background: Ghanaian public universities, including the University of Mines and Technology (UMaT), invest considerable resources in formulating strategic plans. However, the gap between formulation and successful implementation remains a significant challenge, often leading to a failure to achieve strategic objectives. While resources and leadership are often cited as causes, this study investigates the underlying influence of organisational culture and the critical mediating role of administrative staff commitment.
Methods: This quantitative study employed a cross-sectional survey design. Data was collected from 113 administrative staff at UMaT using three established scales: the Organisational Culture Assessment Instrument (OCAI) to measure culture types (Clan, Adhocracy, Market, Hierarchy), the Organisational Commitment Questionnaire (OCQ) to measure staff commitment, and a tailored scale to measure perceived strategic plan implementation success. Data was analysed using Structural Equation Modelling (SEM) with SmartPLS 4 to test the direct and mediating relationships.
Results: The findings indicate that Clan and Adhocracy culture types have a significant positive influence on both administrative staff commitment and perceived implementation success. In contrast, a dominant Hierarchy culture showed a negative impact. The relationship between Market culture and outcomes was mixed. Most significantly, administrative staff commitment demonstrated a full mediating effect between Clan and Adhocracy cultures and implementation success.
Conclusion: The successful implementation of strategic plans in Ghanaian public universities is not merely a procedural task but a cultural and human resource challenge. Fostering a collaborative (Clan) and innovative (Adhocracy) culture is paramount to securing the commitment of administrative staff, who are the engine of implementation. University leadership must intentionally shape organisational culture as a prerequisite for strategic success.

Strategic Plan Implementation, Organisational Culture, Administrative Staff, Commitment

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