Influence of Corporate Culture on the Implementation of Change Initiatives in Kirinyaga County Government, Kenya

Bernice Wanjiru Kariuki; David Gichuhi; Peter Mwaura

doi:10.51867/ajernet.5.4.78

Authors

Bernice Wanjiru Kariuki
shiruoyoo@gmail.com
St. Paul’s University, Kenya https://orcid.org/0009-0004-4720-2512
David Gichuhi Karatina University, Kenya https://orcid.org/0000-0002-2816-4758
Peter Mwaura Laikipia University, Kenya

Keywords:

Corporate Culture, Implementation of Change Initiatives, Theory of Change Management, Resource-Based Theory

Abstract

This research aimed to examine influence of corporate culture on the implementation of change initiatives in Kirinyaga County Government, Kenya. The investigation used the Kanter Theory of Change Management and Resource-Based Theory. The study adopted a descriptive survey methodology and specifically targeted a cohort of 213 individuals who were engaged in the administrative sector of Kirinyaga County. The sample size was obtained by the use of stratified random sampling, and the appropriate sample size was computed using the Yamane formula. Therefore, the study sample size was 139 respondents The investigating methods used questionnaire. The data were collected by use of questionnaires and examined using version 26.0 of the Statistical Package for the Social Sciences (SPSS) software. The descriptive statistical analysis included the computation of percentages, frequencies, measures of central tendency, and measures of dispersion. The research used inferential statistical analysis, namely correlation and multiple regressions, to ascertain the magnitude and orientation of the relationship between the variables under investigation. The analysis was performed with a 95% confidence level. The findings demonstrated a robust and statistically significant correlation between the corporate culture and the implementation of change initiatives in the Kirinyaga County Government, Kenya. R-Squared is a statistical metric that estimates the proportion of variability in the dependent variable that can be explained by the independent variables. The study revealed that the R-squared value was 0.572, suggesting that the corporate culture, can explain 57.2% of the variability in the implementation of change initiatives in the Kirinyaga County Government, Kenya. The study highlights the need of fostering a more inclusive decision-making process by increasing engagement at lower levels of hierarchy within the firm. The research recommends that county officials should prioritize and improve communication by consistently and transparently explaining the reasons for change initiatives to all employees. The paper proposes conducting a comparative research to examine the effects of different leadership styles and change management tactics used in the county administration.

Dimensions

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