Authors :
Christocent Okumu; Donald Gulali
Volume/Issue :
Volume 8 - 2023, Issue 11 - November
Google Scholar :
https://tinyurl.com/28bh7bsv
Scribd :
https://tinyurl.com/46k63x74
DOI :
https://doi.org/10.5281/zenodo.10245639
Abstract :
Steel plays a crucial role in today's
economy, serving as an indicator of a country's economic
strength and reflecting investments in infrastructure. In
Kenya, the steel industry accounts for approximately 13%
of the manufacturing sector and is interconnected with
complementary sectors such as housing, construction,
energy, electronics, and chemicals. However, the steel
industry in Kenya faces various challenges that hinder its
ability to adapt to changing market dynamics and
emerging technologies. Key among these challenges are
high electricity costs, inadequate infrastructure, expensive
inputs, heavy taxes competition from well established
brands, volatile market prices, political instability and
significant capital requirements. Previous research has not
explored strategic agility as a potential solution to mitigate
the effects of these challenges, specifically examining the
impact of strategic agility moderators such as
organizational culture, leadership, flexibility, and strategic
sensitivity. Therefore, the study’s objective was to
investigate the effect of organizational culture on
performance of Kenyan Steel Manufacturing Firms. The
study was anchored on Dynamic Capabilities Theory to
understand organizational adaptability. Using a
correlational research design, the study targeted 33 steel
industries in Kenya, with respondents of 132 individuals.
Census method was used to study the respondents with
primary data collected through structured questionnaires,
which constituted of quantitative questions. Reliability
tests was conducted using Cronbach's Alpha with a
threshold value of 0.7. To ensure validity, the study sought
expert opinions and conducted a comprehensive literature
review. Multiple regression analysis was employed to
examine the relationship between the variables. It is
evident from the results that organization culture (B =
.393, p <.05) had positive significant effect on
performance. It was therefore concluded that organization
culture, had a positive significant effect on performance.
The study recommends that firms should invest in
cultivating a strong and positive organizational culture,
within the organization.
Keywords :
Organizational Culture, Performance, Steel Manufacturing.
Steel plays a crucial role in today's
economy, serving as an indicator of a country's economic
strength and reflecting investments in infrastructure. In
Kenya, the steel industry accounts for approximately 13%
of the manufacturing sector and is interconnected with
complementary sectors such as housing, construction,
energy, electronics, and chemicals. However, the steel
industry in Kenya faces various challenges that hinder its
ability to adapt to changing market dynamics and
emerging technologies. Key among these challenges are
high electricity costs, inadequate infrastructure, expensive
inputs, heavy taxes competition from well established
brands, volatile market prices, political instability and
significant capital requirements. Previous research has not
explored strategic agility as a potential solution to mitigate
the effects of these challenges, specifically examining the
impact of strategic agility moderators such as
organizational culture, leadership, flexibility, and strategic
sensitivity. Therefore, the study’s objective was to
investigate the effect of organizational culture on
performance of Kenyan Steel Manufacturing Firms. The
study was anchored on Dynamic Capabilities Theory to
understand organizational adaptability. Using a
correlational research design, the study targeted 33 steel
industries in Kenya, with respondents of 132 individuals.
Census method was used to study the respondents with
primary data collected through structured questionnaires,
which constituted of quantitative questions. Reliability
tests was conducted using Cronbach's Alpha with a
threshold value of 0.7. To ensure validity, the study sought
expert opinions and conducted a comprehensive literature
review. Multiple regression analysis was employed to
examine the relationship between the variables. It is
evident from the results that organization culture (B =
.393, p <.05) had positive significant effect on
performance. It was therefore concluded that organization
culture, had a positive significant effect on performance.
The study recommends that firms should invest in
cultivating a strong and positive organizational culture,
within the organization.
Keywords :
Organizational Culture, Performance, Steel Manufacturing.
