ORGANIZATIONAL ADHOCRACY CULTURE AND CHANGE MANAGEMENT IN SOCIAL ENTERPRISES IN KENYA
Abstract
Purpose of Study: The purpose of this study was to assess the effect of organizational adhocracy culture on change management in social enterprises in Kenya.
Problem Statement: Companies that use the dynamic change management method improve their ability to adapt, generate new ideas, and achieve success in the rapidly changing business landscape (Mizrak, 2024). Given the importance of employees, the human factor takes precedence in all decisions, as change can only occur with their cooperation. Adjustments play an important part in defining firm competitiveness in the modern economic environment; however, many firms struggle to properly manage innovations, ensure long-term development, and motivate employees to accept change.
Methodology: Using a descriptive design, the study targeted all 129 employees of Kidogo Early Years Company Limited, from top management to departmental level. Data collection involved questionnaire surveys for primary data. Analysis of quantitative data was by Statistical Package for Social Sciences version 29.
Result: The findings revealed that organizational adhocracy culture exhibited a positive and significant influence on change management (β = 0.420, p = 0.001 < 0.05). The t-statistic of 3.456 is above the critical value, emphasizing its high significance.
Conclusion: The study concludes adhocracy culture stands out as the most influential in facilitating change management. A culture that prioritizes flexibility, innovation, and risk-taking equips organizations to respond proactively to change, fostering creativity and adaptability in the face of dynamic challenges.
Recommendation: The study recommends that organizations should prioritize policies and practices that support innovation, flexibility, and risk-taking.
Keywords: Organizational Adhocracy Culture, Change Management, Social Enterprises, Innovation Culture, Kenya
References
Boatman, A. (2021). Adhocracy Culture: A Full Guide for Human Resources Professionals. Retrieved from https://www.aihr.com/blog/adhocracy-culture/ on 2.3.2022.
Cameron, K. S., & Quinn, R. (2006). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. San Francisso: The Jossey- Boss: Business and Management Series.
Cameron KS, Quinn RE (2011) Diagnosing and changing organizational culture: based on the competing values framework, 3rd edn. Jossey-Bass, San Francisco
Chychun, V., Grechanyk, O., Khliebnikova, T., Temchenko, O., & Kravchenko, Н. (2023). Change management models and methods: implementing innovations, ensuring sustainability, and engaging staff. Revista de Gestão e Secretariado, 14(10), 16484.
Conference on Institutional Leadership and Capacity Building in Africa ICILCB2020 (pp. 212-227). ICILCB2022 was held on the 26th-29th of September 2022 at the University of Delta, Agbor, Nigeria
Cooper, D.R., & Schindler, P.S. (2014). Business research methods (12th ed.). Boston:
Eti-Tofinga, B., Singh, G., & Douglas, H. (2018). Facilitating cultural change in social enterprises. Journal of Organizational Change Management, 31(3), 619-636.
Ghauri, P., Grønhaug, K., & Strange, R. (2020). Research methods in business studies. Cambridge University Press
Hartnell, C. A., Ou, A. Y., Kinicki, A. J., Choi, D., & Karam, E. P.(2019). A meta-analytic test of organizational culture’s association with elements of an organization’s system and its relative predictive validity on organizational outcomes. The Journal of Applied Psychology, 104(6), 832–850
Jones, J., Firth, J., Hannibal, C., & Ogunseyin, M. (2019). Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies. In Evidence-based initiatives for organizational change and development (pp. 155-178). IGI Global.
Lauer, T. (2020). Change management: fundamentals and success factors. Springer Nature.
Lewin Kurt, (1951). Field Theory in Social Science. New York : Dorwin Catwright.
Long, J. S., & Ervin, L. H. (2000). Using heteroscedasticity consistent standard errors in the linear regression model. The American Statistician, 54(3), 217-224.
Mızrak, F. (2024). Effective change management strategies: Exploring dynamic models for organizational transformation. In Perspectives on artificial intelligence in times of turbulence: Theoretical background to applications (pp. 135-162). IGI Global.
Mukwakungu, S., Makamu, P., Sukdeo, N., & Mbohwa, C. (2023, November). The Management of Change and Organizational Culture within the Media Industry in South Africa. In 2nd Australian International Conference on Industrial Engineering and Operations Management, https://doi.org/10.46254/AU02.20230006.
Muma, S., Naidoo, K. S., & Hansraj, R. (2024). SWOT analysis of the models used by social enterprises in scaling effective refractive error coverage to achieve 2030 in SIGHT in Kenya. Scientific Reports, 14(1), 3750.
Okwata, P. A., Wasike, S., & Andemariam, K. (2022). Effect of organizational culture change on organizational performance of Kenya Wildlife Service Nairobi National Park. Administrative Sciences, 12(4), 139.
Orieno, O. H., Udeh, C. A., Oriekhoe, O. I., Odonkor, B., & Ndubuisi, N. L. (2024). Innovative management strategies in contemporary organizations: a review: analyzing the evolution and impact of modern management practices, with an emphasis on leadership, organizational culture, and change management. International Journal of Management & Entrepreneurship Research, 6(1), 167-190.
Orishede, F., & Igbigbisie, E. O. (2022). Flexible Work Culture and Employees’ Adaptability. Advance Journal of Management and Social Sciences, 6(6), 119–127. Retrieved from https://aspjournals.org/Journals/index.php/ajmss/article/view/220
Schein, E H (1985) Organizational Culture and Leadership, Jossey-Bass, San Francisco, CA
Teece, D. J and Pisano, G. (1994). The dynamic capabilities of firms: an introduction. Industrial and corporate change, 3(3), 537-556.
Teece, D. J, Pisano, G & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533.
Too, A.(2018) Effect of Organizational Culture on change management in County Governments in Kenya a case study of County Government of Nakuru (Doctoral Dissertation)
Tsalits, A. H., & Kismono, G. (2019). Organizational culture types and individual readiness for change: evidence from Indonesia. Diponegoro International Journal of Business, 2(2), 86-95. https://doi.org/10.14710/dijb.2.2.2019.86-95
World Bank (2021). https://www.worldbank.org/en/news/press-release/2021/03/04/nearly-350-million-children-lack-quality-childcare-in-the-world
