THE JOINT EFFECT OF ORGANIZATIONAL STRATEGY, ORGANIZATIONAL CULTURE AND EXTERNAL ENVIRONMENT ON ORGANIZATIONAL PERFORMANCE OF LARGE PRIVATE HEALTH FACILITIES IN KENYA
Abstract
The goal of this study was to determine the joint effect of organizational
strategy, organizational culture and external environment on organizational
performance, using data from Sixty-one large private health facilities in
Kenya. A descriptive cross-sectional design grounded on positivism research
philosophy was used. Multiple linear regression analyses were employed to
analyze the data. Generally, the results revealed that the joint effect of
organizational strategy, culture and external environment on performance
dimensions, which include efficiency, effectiveness, relevance and financial
viability was statistically significant. Consequently, it was concluded that
organizational culture and strategy are not separated from the external
environment in which they are embedded. It was recommended that in order
to maximize on performance, the private health facilities must establish an
optimal balance among the three factors.
strategy, organizational culture and external environment on organizational
performance, using data from Sixty-one large private health facilities in
Kenya. A descriptive cross-sectional design grounded on positivism research
philosophy was used. Multiple linear regression analyses were employed to
analyze the data. Generally, the results revealed that the joint effect of
organizational strategy, culture and external environment on performance
dimensions, which include efficiency, effectiveness, relevance and financial
viability was statistically significant. Consequently, it was concluded that
organizational culture and strategy are not separated from the external
environment in which they are embedded. It was recommended that in order
to maximize on performance, the private health facilities must establish an
optimal balance among the three factors.
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