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Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/9434

Title: Assessing the effect of organizational culture on strategy implementation of Small and Medium Scale Enterprises (SMEs) in the Kumasi Metropolis
Authors: Ansong-Kumah, Eunice
Issue Date: 27-Oct-2016
Abstract: This study assessed the impact of organizational culture on strategy implementation among SMEs in the Kumasi Metropolis. The study employed a quantitative correlation design since it sought to establish the relationship existing between organizational culture and strategy implementation. In all, fifty six employees were conveniently sampled from ten SMEs in the Kumasi Metropolis to provide relevant information on the forms of organizational culture existing in their respective firms as well as issues concerning strategy implementation in their firms. The findings of the study revealed that four different forms of organizational culture existed among SMEs which included clan culture, adhocracy culture, hierarchical culture and market culture. However, clan culture and adhocracy culture were identified as the dominant forms of organizational culture existing among SMEs in the Kumasi Metropolis. On the other hand, market culture and hierarchy culture were found to be the least forms of organizational culture existing among SMEs in the Kumasi Metropolis. Per the findings of the study, strategies are well implemented to a greater extent by both employees and management of SMEs in the Kumasi Metropolis. The findings of the study also identified a significant positive relationship existing between organizational culture and strategy implementation (β=.377, p-value=0.012). This gives the implication that the adherence to the organizational culture by both employees and management has enhanced their ability to implement organizational strategies effectively. The study therefore recommended the need for continual compliance to organizational core values since they form the basis of their organizational culture and hence play a pivotal role in strategy implementation. The study also recommended the need for a bottom-up approach in both strategy formulation and implementation
Description: A dissertation presented to The School of Business, Kwame Nkrumah University of Science and Technology, in partial fulfillment of the requirement for the degree of Masters of Business Administration (Strategic Management and Consulting), 2015
URI: http://hdl.handle.net/123456789/9434
Appears in Collections:College of Arts and Social Sciences

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