Influence of Adhocracy Culture on Performance of Public Universities in Western Kenya

Abstract

This study established the influence of adhocracy culture on performance of public universities in western Kenya. The study was guided by dynamic capabilities theory. The study targeted 226 respondents comprising of 27 top management, 86 deans of schools, 9 in charge strategic department, 95 senior assistant administrators and 9 students' president in all the nine universities in western Kenya. Stratified random sampling was used in selecting a sample size of 144 respondents. Primary data was collected with the help of questionnaires. Pilot study was done in Moi universities. Reliability was tested using Cronbach's alpha and validity was tested using experts and factor analysis. Data was analyzed using both descriptive and inferential statistics. Descriptive statistics comprised of mean, standard error and standard deviation. Results showed that adhocracy culture strategy had a positive and significant influence on performance of public Universities in western Kenya. Western Kenya Universities and other public institutions would benefit from this study since it highlighted the key adhocracy culture initiatives essential to their top performance, survival, and growth. Higher education institutions will find significant value in using this information as a guide when making decisions on strategic management. It was therefore concluded that adoption of adhocracy culture strategy improves performance of public Universities. The study recommended that university management should motivate employees to use their creativity and to proactively seek out new ideas.