STRATEGIC ORGANIZATIONAL CULTURE AND STRATEGY IMPLEMENTATION IN THE SOUTH AFRICAN POLICE SERVICE
Keywords:
Organizational culture, Change, Strategy, Implementation, South Africa Police Service.
Abstract
Purpose of the Study: The purpose of this study was to determine the effect of strategic organizational culture change on the strategy implementation in the South African police service (SAPS).
Problem Statement: For organizations to achieve their goals and objectives, it is necessary for them to adjust to their environment through strategy. It is therefore imperative for the Police service to comprehend their resources and the forces that shape organizational competition. As a way of meeting these increasing demands, the police globally have embraced the issues of strategic organizational culture change. However, a significant number of strategic initiatives fail during their implementation since it has been recognized as the biggest challenge for organizations. South African vision 2030 lays emphasis on security as crucial pillars for economic growth implying the police play a crucial role in creating the conditions in which development can take place. The South African Police Service in trying to better its service delivery has so far drawn up three strategic plans with 2013-2017 being the current plan under implementation. However, there has been little change in the structure, accountability and attitude of the police service to match these plans.
Study Methodology: This study adopted a descriptive research design. The study used purposive sampling for the where 1 state commandant, 2 deputy state commandants, 5 sub-state commandants and 10 deputy sub-state commandants were selected. Quantitative data were analyzed using SPSS.
Results of the study: Correlation results revealed that organizational culture was positively and significantly associated to strategy implementation (r=0.629, p=0.000<0.05). Regression results revealed that there was a positive and significant relationship between organizational culture and strategy implementation (r=0.099, p=0.001).
Conclusion: The study concluded that, organizational culture has a positive and significant effect on strategic implementation. The study concluded that there was embraced practices and behaviors that enable strategy execution and work was organized so that each person can see the relationship between his or her job and goals of the organization.
Policy Recommendation: The study recommended that the policy makers should come up with the policies that supports the culture of involving all employees and stakeholders as part and parcel of the strategic implementation process.
Key word: Organizational culture, Change, Strategy, Implementation, South Africa Police Service.
References
Abok, A., Waititu, A., Gakure, R., & Ragui, M. (2013). Culture's role in the implementation of strategic plans in non-governmental organizations in Kenya. Prime Journal of Social Science (PJSS), 2(4), 291-295.
Amnesty International. (2013). Police Reform in Kenya: 'A Drop in the Ocean. London, UK: Amnesty International Publications.
Andersen, M. A., Lie, M. S., & Nielsen, N. H. (2013). The Theoretical Development of strategy Implementation from 1980 to 2013. Master's Thesis, Copenhagen Business School.
Andreescu, V., & Keeling, D. (2012). Explaining the Public Distrust of Police in the Newest European Union Countries. International Journal of Police Science and Management, 14(3), 219-245.
Andrews, R., Boyne, G. A., Law, J., & Walker, R. M. (2011). Strategy Implementation and Public Service Performance. South African & Society, XX(X).
Arasa, R. M., Aosa, E. O., & Machuki, V. N. (2011). Participatory orientation to strategic planning process: Does it pay? Prime Journal of Business South African and Management (BAM), 1(10), 319-327.
Aughton, P., & Brien, N. (1999). Applying Open Systems Theory For Dramatic Improvements In Business Performance. The Sixth European Ecology of Work Conference. Bonn, Germany.
Auma, R. N. (2013). Challenges of strategy implementation in the. Master's Thesis, University of Nairobi, School of Business.
Awino, Z. (2000). Effectiveness and Problems of Strategy Implementation of Financing Higher Education in Kenya by the Higher Education Loans Board. Unpublished
Cabrey, T. S., Haughey, A., & Cooke-Davies, T. (2014). Enabling Organizational Change Through Strategic Initiatives. Project Management Institute, Inc.
Cameron, K., & Quinn, R. (1999). Diagnosing and Changing Organizational Culture. Based on the Competing Values Framework. Boston: Addison-Wesley.
Chepkoskei, S. (2012). Challenges of Strategy Implementation at Transnational Bank Kenya Limited. Master's Thesis, University of Nairobi, School of Business.
Cherop, F. J., Korir, M., Tarus, D. K., & Torois, K. K. (2015). Strategy Implementation and Firm Performance among Manufacturing Firms in Kenya.
Gianos, J. F. (2013). A Brief Introduction to Ansoffian Theory and the Optimal Strategic Performance-positioning Matrix on Small Business (OSPP). Journal of Management Research, 5(2), 107-118.
Ginsberg, A. (2013). Measuring and Modelling Changes in Strategy: Theoretical Foundations and Empirical Directions. Strategic Management Journal, 9. 559-575.
Golafshani, N. (2003). Understanding Reliability and Validity in Qualitative Research. Qualitative Report, 8(4), 597-607.
Gough, D., Oliver, S., & Thomas, J. (2012). An Introduction to Systematic Reviews 5-9. Sage Publications.
Hahn, H., & Jeffries, J. L. (2003). Urban America and Its Police: From the Postcolonial Era Through the Turbulent 1960s.15-24 Harlan Hahn, Judson L. Jeffries.
Hamid, B., & Zaribaf, M. (2010). An Effective Factors Pattern Affecting Implementation
Harvey, D. (2005). The New Imperialism. New York: Oxford University Press.
Igbuzor, E., & Otive, J. (2010). Strategies for Effective Oversight and Police Accountability in Nigeria.
Ihantola, E.-M., & Kihn, L.-A. (2011). Threats to Validity and Reliability in Mixed Methods Accounting Research. Qualitative Research in Accounting and Management, 8(1), 39-58.
Ipsos Synovate. (2013). Kenya Coast Survey: Development, Marginalization, Security and Participation. Nairobi, Kenya: Ipsos Ltd.
Jain, S., & Swarup, K. (2012). Factors Driving Innovation. International Journal of Innovation and Business Strategy, 01.
Janićijević, N. (2012). The Influence of Organizational Culture on Organizational
Kimiti, K. G., Okello, B., & Karanja, G. W. (2014). Effect of Structure Specialization on Strategic Plan Implementation in Public Secondary Schools in Bahati Sub-State, Kenya. International Journal of Economics, Commerce and Management, II(11).
KNHCR. (2014). Country Reports on Human Rights Practices for 2014. Nairobi, Kenya: KNHCR.
KNHCR. (2015). “The Error of Fighting Terror with Terror'. Retrieved January 26, 2016, from Kenya National Human Rights Commission: http://www.knchr.org/Portals/0/PressStatements/Press%20statement%20on%20Error%20of%20fighting%20terror%20with%20terror.pdf
Kothari, C. (2008). Research Methodology, Methods and Techniques. New Delhi: Tata Mc-Graw Hill.
Leting, S. L. (2009). Leadership in Strategic Management: A Theory of Corporate Governance Emergence. Unpublished PhD Thesis, University of Nairobi.
Lewis, J. (2013). Design Issues. In J. Ritchie, & J. Lewis, Qualitative Research Practice: A Guide for Social Science Students and Researchers. New Delhi: Sage Publications.
Li, Y., Guohui, S., & Eppler, M. J. (2008). Making Strategy Work: A Literature Review on the Factors influencing Strategy Implementation. ICA Working Paper 2/2008.
Mbaka, R. M., & Mugambi, F. (2014). Factors affecting successful strategy implementation in the Water Sector in Kenya. IOSR Journal of Business and Management (IOSR-JBM), 16(7), 61-68.
McNamara, C. (2008). Strategic Planning (in nonprofit or for-profit organizations). Retrieved December 21, 2015, from Authenticity Consulting, LLC: http://managementhelp.org/plan_dec/str_plan/str_plan.htm#anchor45 3886.
Mintzberg, H. (2004). Formulating workable strategies: A perspective of Company formation. Harvard Business Review.
Mintzberg, H. (2015). Mintzberg on management. New York: Free Press.
Miragaia, D. A., Ferreira, J., & Carreira, A. (2014). Do stakeholders matter in strategic decision making of a sports organization? Revista de Administração de Empresas, 54(6).
Mitchell, R. K., Agle, B. R., & Wood, D. J. (2017). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. The Academy of Management Review, 22(4), 853-886.
Mursu, Á., Luukkonen, I., Toivanen, M., & Korpela, M. (2007). Activity theory in information systems research and practice - theoretical underpinnings for an information systems development model. Information Research, 12(3), paper 311.
Mutambuki, P. (2011). Challenges of Strategy Implementation: A case study of Kenya Pipeline Company Limited. Unpublished Master’s Research Project, University of Nairobi, Nairobi, Kenya.
Muthoka, C. N. (2011). Challenges Of Managing Organizational Cultural Changes At The Nation Media Group Ltd. Master's Thesis, University of Nairobi, School of Business.
National Task Force on Police Reforms. (2009). Report of the National Task Force on Police Reforms. Nairobi: The Government Printer.
Nguyen, Q. H. (2009). How Middle Managers Group-focus Emotions and Social Identities Influence Strategy Implementation. Strategic Management Journal, 32, 1387-1410.
Nilsen, P. (2013). Making sense of implementation theories, models and frameworks. Implementation Science, 10(53), 1-13.
Nyongesa, R. A. (2013). Challenges of Strategy Implementation at the Kenya Police Service. Master's Thesis, University of Nairobi, School of Business.
O'Reilly, C. A., Caldwell, D. F., Chatman, J. A., Lapiz, M., & Self, W. (2010). How Leadership Matters: The Effects of Leaders' Alignment on Strategy Implementation. The Leadership Quarterly, 21, 104-113.
Otele, O. M. (2012). Strategic Change Management at Interim Independent Electoral Commission of Kenya. Unpublished Master’s Research Project, University of Nairobi, Nairobi, Kenya.
Rajasekar, J. (2014). Factors affecting Effective Strategy Implementation in a Service Industry: A Study of Electricity Distribution Companies in the Sultanate of Oman. International Journal of Business and Social Science, 5(9(1)), 169-183.
Roldán, I. G., & Bray, R. G. (2009). Similarities and Differences Existing In Cultural Profiles of Colombian Organizations of Higher and Lower Performance. rev.fac.cienc.econ, XVII (1), 9-24.
Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
Schermerhorn, J. R. (2010). Management (11th ed.). John Wiley & Sons.
Semenya, L. K. (2012). South African Police Service strategic plan to combat crime at Bophelong (Doctoral dissertation, North-West University).
Shimechero, C. M. (2010). Challenges of strategy implementation at Centre for African Family Studies. Master's Thesis, University of Nairobi, School of Business.
Smith, R. (2004). Exploring the Usefulness of a Conceptual Framework as a Research tool: A researcher's Reflections. Issues in Educational Research, 14.
Srivastava, D., & Kotwal, N. (2011). Implementation of the Maldives Police Service Strategic Plan 2007-2011: An Analysis . New Delhi, India: The Commonwealth Human Rights Initiative.
Stanford, N. (2013). Organization Design: Engaging with Change (Revised ed.). Routledge.
Sterling, J. (2003). Translating strategy into effective implementation: dispelling the myths and highlighting what works. Strategy & Leadership, 31(3), 27 - 34.
Sun, S. (2008). Organizational Culture and Its Themes. International Journal of Business and Management, 13(12), 137-141.
Sutrisna, M. (2009). Research Methodology in Doctoral Research: Understanding the Meaning of Conducting Qualitative Research. Liverpool: John Moores University.
Tabo, O. V. (2013). Challenges of Strategy Implementation in Private Security Companies in Kenya . Unpublished Thesis, University of Nairobi , School of Business.
Van der Voet, J., Groeneveld, S., & Kuipers, B. (2014). Talking the talk or walking the walk? The leadership of planned and emergent change in a public organization. Journal of Change Management, 14(2), 171-191.
Van Vliet, V. (2014). Organizational culture model by Edgar Schein. Retrieved December 23, 2015, from ToolsHero: http://www.toolshero.com/organization/organizational-culture-model-schein/
Weiner, B., Amick, H., & Lee, S.-Y. D. (2008). Conceptualization and Measurement of Organizational Readiness for Change: A Review of the Literature in Health Services Research and Other Fields. Medical Care Research and Review, 65(4), 379-436.
Williams, K. L. (2015). Beyond the Rhetoric: Factors Influencing the Implementation of Strategic Plans by American Police Agencies. PhD Thesis, American University, Faculty of the School of Public Affairs.
Yamane T. (1967). Statistics, An Introductory Analysis, 2nd Ed., New York: Harper and Row.
Yılmaz, D., & Kılıçoğlu, G. (2013). Resistance to change and ways of reducing resistance in educational organizations. European Journal of Research on Education, 1(1), 14-21.
Zakaria, M. b., Omar, H. b., & Ahmad, N. (2014). Strategy Implementation Obstacles Encountered by Malaysian Engineering Contractors. ICTOM 04 – The 4th International Conference on Technology and Operations Management, (pp. 501-518).
Zhu, M. (2011). Business, Economics, Financial Sciences, and Management. Springer Science & Business Media.
Amnesty International. (2013). Police Reform in Kenya: 'A Drop in the Ocean. London, UK: Amnesty International Publications.
Andersen, M. A., Lie, M. S., & Nielsen, N. H. (2013). The Theoretical Development of strategy Implementation from 1980 to 2013. Master's Thesis, Copenhagen Business School.
Andreescu, V., & Keeling, D. (2012). Explaining the Public Distrust of Police in the Newest European Union Countries. International Journal of Police Science and Management, 14(3), 219-245.
Andrews, R., Boyne, G. A., Law, J., & Walker, R. M. (2011). Strategy Implementation and Public Service Performance. South African & Society, XX(X).
Arasa, R. M., Aosa, E. O., & Machuki, V. N. (2011). Participatory orientation to strategic planning process: Does it pay? Prime Journal of Business South African and Management (BAM), 1(10), 319-327.
Aughton, P., & Brien, N. (1999). Applying Open Systems Theory For Dramatic Improvements In Business Performance. The Sixth European Ecology of Work Conference. Bonn, Germany.
Auma, R. N. (2013). Challenges of strategy implementation in the. Master's Thesis, University of Nairobi, School of Business.
Awino, Z. (2000). Effectiveness and Problems of Strategy Implementation of Financing Higher Education in Kenya by the Higher Education Loans Board. Unpublished
Cabrey, T. S., Haughey, A., & Cooke-Davies, T. (2014). Enabling Organizational Change Through Strategic Initiatives. Project Management Institute, Inc.
Cameron, K., & Quinn, R. (1999). Diagnosing and Changing Organizational Culture. Based on the Competing Values Framework. Boston: Addison-Wesley.
Chepkoskei, S. (2012). Challenges of Strategy Implementation at Transnational Bank Kenya Limited. Master's Thesis, University of Nairobi, School of Business.
Cherop, F. J., Korir, M., Tarus, D. K., & Torois, K. K. (2015). Strategy Implementation and Firm Performance among Manufacturing Firms in Kenya.
Gianos, J. F. (2013). A Brief Introduction to Ansoffian Theory and the Optimal Strategic Performance-positioning Matrix on Small Business (OSPP). Journal of Management Research, 5(2), 107-118.
Ginsberg, A. (2013). Measuring and Modelling Changes in Strategy: Theoretical Foundations and Empirical Directions. Strategic Management Journal, 9. 559-575.
Golafshani, N. (2003). Understanding Reliability and Validity in Qualitative Research. Qualitative Report, 8(4), 597-607.
Gough, D., Oliver, S., & Thomas, J. (2012). An Introduction to Systematic Reviews 5-9. Sage Publications.
Hahn, H., & Jeffries, J. L. (2003). Urban America and Its Police: From the Postcolonial Era Through the Turbulent 1960s.15-24 Harlan Hahn, Judson L. Jeffries.
Hamid, B., & Zaribaf, M. (2010). An Effective Factors Pattern Affecting Implementation
Harvey, D. (2005). The New Imperialism. New York: Oxford University Press.
Igbuzor, E., & Otive, J. (2010). Strategies for Effective Oversight and Police Accountability in Nigeria.
Ihantola, E.-M., & Kihn, L.-A. (2011). Threats to Validity and Reliability in Mixed Methods Accounting Research. Qualitative Research in Accounting and Management, 8(1), 39-58.
Ipsos Synovate. (2013). Kenya Coast Survey: Development, Marginalization, Security and Participation. Nairobi, Kenya: Ipsos Ltd.
Jain, S., & Swarup, K. (2012). Factors Driving Innovation. International Journal of Innovation and Business Strategy, 01.
Janićijević, N. (2012). The Influence of Organizational Culture on Organizational
Kimiti, K. G., Okello, B., & Karanja, G. W. (2014). Effect of Structure Specialization on Strategic Plan Implementation in Public Secondary Schools in Bahati Sub-State, Kenya. International Journal of Economics, Commerce and Management, II(11).
KNHCR. (2014). Country Reports on Human Rights Practices for 2014. Nairobi, Kenya: KNHCR.
KNHCR. (2015). “The Error of Fighting Terror with Terror'. Retrieved January 26, 2016, from Kenya National Human Rights Commission: http://www.knchr.org/Portals/0/PressStatements/Press%20statement%20on%20Error%20of%20fighting%20terror%20with%20terror.pdf
Kothari, C. (2008). Research Methodology, Methods and Techniques. New Delhi: Tata Mc-Graw Hill.
Leting, S. L. (2009). Leadership in Strategic Management: A Theory of Corporate Governance Emergence. Unpublished PhD Thesis, University of Nairobi.
Lewis, J. (2013). Design Issues. In J. Ritchie, & J. Lewis, Qualitative Research Practice: A Guide for Social Science Students and Researchers. New Delhi: Sage Publications.
Li, Y., Guohui, S., & Eppler, M. J. (2008). Making Strategy Work: A Literature Review on the Factors influencing Strategy Implementation. ICA Working Paper 2/2008.
Mbaka, R. M., & Mugambi, F. (2014). Factors affecting successful strategy implementation in the Water Sector in Kenya. IOSR Journal of Business and Management (IOSR-JBM), 16(7), 61-68.
McNamara, C. (2008). Strategic Planning (in nonprofit or for-profit organizations). Retrieved December 21, 2015, from Authenticity Consulting, LLC: http://managementhelp.org/plan_dec/str_plan/str_plan.htm#anchor45 3886.
Mintzberg, H. (2004). Formulating workable strategies: A perspective of Company formation. Harvard Business Review.
Mintzberg, H. (2015). Mintzberg on management. New York: Free Press.
Miragaia, D. A., Ferreira, J., & Carreira, A. (2014). Do stakeholders matter in strategic decision making of a sports organization? Revista de Administração de Empresas, 54(6).
Mitchell, R. K., Agle, B. R., & Wood, D. J. (2017). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. The Academy of Management Review, 22(4), 853-886.
Mursu, Á., Luukkonen, I., Toivanen, M., & Korpela, M. (2007). Activity theory in information systems research and practice - theoretical underpinnings for an information systems development model. Information Research, 12(3), paper 311.
Mutambuki, P. (2011). Challenges of Strategy Implementation: A case study of Kenya Pipeline Company Limited. Unpublished Master’s Research Project, University of Nairobi, Nairobi, Kenya.
Muthoka, C. N. (2011). Challenges Of Managing Organizational Cultural Changes At The Nation Media Group Ltd. Master's Thesis, University of Nairobi, School of Business.
National Task Force on Police Reforms. (2009). Report of the National Task Force on Police Reforms. Nairobi: The Government Printer.
Nguyen, Q. H. (2009). How Middle Managers Group-focus Emotions and Social Identities Influence Strategy Implementation. Strategic Management Journal, 32, 1387-1410.
Nilsen, P. (2013). Making sense of implementation theories, models and frameworks. Implementation Science, 10(53), 1-13.
Nyongesa, R. A. (2013). Challenges of Strategy Implementation at the Kenya Police Service. Master's Thesis, University of Nairobi, School of Business.
O'Reilly, C. A., Caldwell, D. F., Chatman, J. A., Lapiz, M., & Self, W. (2010). How Leadership Matters: The Effects of Leaders' Alignment on Strategy Implementation. The Leadership Quarterly, 21, 104-113.
Otele, O. M. (2012). Strategic Change Management at Interim Independent Electoral Commission of Kenya. Unpublished Master’s Research Project, University of Nairobi, Nairobi, Kenya.
Rajasekar, J. (2014). Factors affecting Effective Strategy Implementation in a Service Industry: A Study of Electricity Distribution Companies in the Sultanate of Oman. International Journal of Business and Social Science, 5(9(1)), 169-183.
Roldán, I. G., & Bray, R. G. (2009). Similarities and Differences Existing In Cultural Profiles of Colombian Organizations of Higher and Lower Performance. rev.fac.cienc.econ, XVII (1), 9-24.
Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
Schermerhorn, J. R. (2010). Management (11th ed.). John Wiley & Sons.
Semenya, L. K. (2012). South African Police Service strategic plan to combat crime at Bophelong (Doctoral dissertation, North-West University).
Shimechero, C. M. (2010). Challenges of strategy implementation at Centre for African Family Studies. Master's Thesis, University of Nairobi, School of Business.
Smith, R. (2004). Exploring the Usefulness of a Conceptual Framework as a Research tool: A researcher's Reflections. Issues in Educational Research, 14.
Srivastava, D., & Kotwal, N. (2011). Implementation of the Maldives Police Service Strategic Plan 2007-2011: An Analysis . New Delhi, India: The Commonwealth Human Rights Initiative.
Stanford, N. (2013). Organization Design: Engaging with Change (Revised ed.). Routledge.
Sterling, J. (2003). Translating strategy into effective implementation: dispelling the myths and highlighting what works. Strategy & Leadership, 31(3), 27 - 34.
Sun, S. (2008). Organizational Culture and Its Themes. International Journal of Business and Management, 13(12), 137-141.
Sutrisna, M. (2009). Research Methodology in Doctoral Research: Understanding the Meaning of Conducting Qualitative Research. Liverpool: John Moores University.
Tabo, O. V. (2013). Challenges of Strategy Implementation in Private Security Companies in Kenya . Unpublished Thesis, University of Nairobi , School of Business.
Van der Voet, J., Groeneveld, S., & Kuipers, B. (2014). Talking the talk or walking the walk? The leadership of planned and emergent change in a public organization. Journal of Change Management, 14(2), 171-191.
Van Vliet, V. (2014). Organizational culture model by Edgar Schein. Retrieved December 23, 2015, from ToolsHero: http://www.toolshero.com/organization/organizational-culture-model-schein/
Weiner, B., Amick, H., & Lee, S.-Y. D. (2008). Conceptualization and Measurement of Organizational Readiness for Change: A Review of the Literature in Health Services Research and Other Fields. Medical Care Research and Review, 65(4), 379-436.
Williams, K. L. (2015). Beyond the Rhetoric: Factors Influencing the Implementation of Strategic Plans by American Police Agencies. PhD Thesis, American University, Faculty of the School of Public Affairs.
Yamane T. (1967). Statistics, An Introductory Analysis, 2nd Ed., New York: Harper and Row.
Yılmaz, D., & Kılıçoğlu, G. (2013). Resistance to change and ways of reducing resistance in educational organizations. European Journal of Research on Education, 1(1), 14-21.
Zakaria, M. b., Omar, H. b., & Ahmad, N. (2014). Strategy Implementation Obstacles Encountered by Malaysian Engineering Contractors. ICTOM 04 – The 4th International Conference on Technology and Operations Management, (pp. 501-518).
Zhu, M. (2011). Business, Economics, Financial Sciences, and Management. Springer Science & Business Media.
Published
2019-04-06
How to Cite
Bandile, L. (2019). STRATEGIC ORGANIZATIONAL CULTURE AND STRATEGY IMPLEMENTATION IN THE SOUTH AFRICAN POLICE SERVICE. African Journal of Emerging Issues, 1(1), 43 - 67. Retrieved from https://ajoeijournals.org/sys/index.php/ajoei/article/view/4
Issue
Section
Articles
