The Organizational Culture of Non-governmental Organizations in Kenya

By Douglas Kimemia.

Published by Organizational Cultures: An International Journal

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Article: Print $US10.00
Article: Electronic $US5.00

Organizational culture impacts the organizational life and influences the decision-making process of the employees in all the sectors. Organizational culture is inextricably linked to its members and has competing values and assumptions. This study focused on examining the organizational culture of NGO sectors in Kenya, which has drastically grown in role and size. Applying the competing values framework, which describe the four dimensions of organizational culture, this study found that the clan dimension was the most dominant among the 30 organizations examined. The adhocracy dimension, which emphasizes innovation and adaptability to new environments, was the least dominant. Additionally, the study found that the level of education was significantly associated with clan dimension, while age was correlated to adhocracy culture. The study recommends a balanced culture that incorporates all of the important attributes of the four dimensions according to the mission of an organization.

Keywords: Organizational Culture, Non-Governmental Organizations, Nonprofits, Kenya

Organizational Cultures: An International Journal, Volume 13, Issue 4, January 2015, pp.15-30. Article: Print (Spiral Bound). Article: Electronic (PDF File; 627.476KB).

Douglas Kimemia

Graduate Student, Wilder School of Government and Public Affairs, Virginia Commonwealth University, Richmond, VA, USA

Douglas Kimemia is a native of Kenya, currently pursuing his PhD in Public Policy and Administration.