Strategy Implementation, Culture and Performance in the Public Organizations: An Empirical Examination

Abstract

It is largely accepted that effective strategy implementation, as one of the most essential phases of the strategy making process, leads to good organisational outcomes. However, there is still very little research addressing which implementation style is associated with better public service outcomes. For public sector organisations, there is a common belief that the implementation of strategies mostly fails in practice. Another important organisational characteristic, seen as an effective tool for increasing performance, is organisational culture. While there are also numerous studies in the literature investigating the relationship between organisational culture and performance in both the private and public sectors, most of this research only investigates the direct effects of culture. This research undertakes a novel approach and explores the separate and combined effects of strategy implementation style and organisational culture on performance in Turkish local government organisations. Survey data were analysed using multiple and robust moderated regression models. The results of the study confirmed the presence of a significant positive relationship between rational strategy implementation and organisational performance and consistently positive influence of hierarchy type of culture on performance. Moreover, a rational strategy implementation style appeared to strengthen the effects of a hierarchical and a market-based culture on performance, while an incremental strategy implementation style seemed to enhance the effects of a clan-oriented culture and an adhocracy culture on performance.

Determinants of Strategy Implementation in State Corporations in Kenya; A Case of Local Authorities Provident Fund (Lapfund) Mombasa Branch

“…Further, organizational culture is expected to be consistent and supportive to the strategy execution, whereby employees are given a sense of how to behave and act towards executing the strategy (Acar & Acar, 2014 cited in . It is manager's leadership task to align organizational culture with strategy for successful implementation (Genc, 2017). Therefore, culture has an important influence in building the commitment of employees in the execution of strategic plans, and this theory is linked to the third variable and research hypothesis of this study: H 0: organizational culture doesn't influence strategy implementation in state corporations in Kenya.…”

The Impact of Strategy Implementation on the Performance of Ugandan State Agencies: A Quantitative Study

“…Strategy implementation has various explanations from diverse researchers from different perspectives. Strategy implementation is understood by researchers who specialize in the discipline of strategic management as the execution of plans and procedures to fulfill the expectations and plans of organizations (Njoroge, 2015;Genc, 2017). Strategy implementation involves breaking down the organizational strategic plan into actionable plans, communicating the strategies within the processes, and establishing strategic oversight of the organization (Njoroge, 2015).…”

“…Strategy implementation translates strategic plans into actions and results, affecting how well a strategy achieves organizational goals and performance. This crucial stage of strategic management is complex and challenging, especially for public sector organizations facing dynamic challenges and various obstacles and barriers (O'Regan & Ghobadian, 2004;Bryson et al, 2014;Njoroge, 2015;Genc, 2017;Mbogo, 2022). Public sector organizations often fail to execute their strategies effectively, leading to poor outcomes (Azhar et al, 2013;Seotlela & Miruka, 2014).…”

Effect of Cultural Dimensions Practiced in Kenya on Strategy Implementation among Professional Bodies Registered by the Association of Professional Societies of East Africa

“…These dimensions including clan, hierarchy, adhocracy and market culture have been experienced at various organizations to varying degrees. As explained by classical theorists, organizational culture is the shared beliefs, espoused values, artefacts (behaviours) and basic assumptions that an organization learns while dealing with its surroundings (Genc, 2017).…”