INFLUENCE OF EXTERNAL ENVIRONMENT ON THE RELATIONSHIP BETWEEN ORGANIZATIONAL STRATEGYCULTURE CO-ALIGNMENT AND PERFORMANCE OF LARGE PRIVATE HEALTH FACILITIES IN KENYA

Alexander Mati, Vincent Machuki, Martin Ogutu, James M Njihia

Abstract


The aim of this study was to assess the influence of the external environment onthe relationship between organizational strategy-culture co-alignment andperformance of large private health facilities in Kenya. The study was based onthe Configuration and Contingency theories, adopting a descriptive crosssectionaldesign grounded on the positivism research philosophy. The studytargeted a population of 61 large private health facilities in Kenya. Data from therespondents were collected through a questionnaire. Fifty eight (58) out of SixtyOne (61) study facilities returned completed questionnaire items. Descriptivestatistics, one sample t-test and Baron-Kenny moderated regression analysis wereused. The results showed no statistically significant influence of the externalenvironment on the relationship between organizational strategy-culture coalignmentand organizational performance. In effect, the study questioned thevalue of focusing on environmental commitments as a means of achievingperformance improvements. It was concluded that the external environment doesnot increase competitive benefits to organizations that are implementing strategyculturefit.

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