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Atula, D. M.

MBA Strategic Management, Jomo Kenyatta University of Agriculture and Technology (JKUAT), Nairobi, Kenya

Corresponding email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it


Dr Deya, Jared.

PhD, Jomo Kenyatta University of Agriculture and Technology (JKUAT),

Nairobi, Kenya


CITATION: Atula, D., M. & Jared, D. (2018). Influence of Organisational Culture On Strategy Execution at Ahero Irrigation Scheme in Kenya. International Journal of Strategic Management. Vol. 7 (5) pp 236 – 255.



Food security in Kenya has become a serious challenge with the government investing heavily in food imports in the recent past. Although rice is an important food crop in Kenya ranked third after maize and wheat, its production in the national irrigation schemes has been on the decline with the schemes realizing a dismal performance of 49% achievement on financial sustainability in the last five years despite increased budgetary allocation to the irrigation schemes to boost production. Although many ways exist that organizations can exploit to remain competitive, organizational culture is increasingly becoming an important source of competitive advantage. This study investigated the influence of culture on strategy execution at Ahero Irrigation scheme. A descriptive survey design was adopted. A census technique was used with a target population of 40 respondents consisting of; 30 Ahero Irrigation scheme staff, 4 supervisors drawn from NIB headquarter and 6 farmer representatives from the farmers’ cooperative society. Data was collected using a questionnaire and an interview schedule. The research instruments were validated by supervisors and peers. Reliability of the instruments was done through piloting and the Cronbach’s alpha of the questionnaire instrument was calculated which gave a value of 0.754. Quantitative data collected was analyzed by the use of descriptive statistics using SPSS package and presented through percentages, Means and frequencies. The information was displayed by use of bar charts, graphs and pie charts. Findings revealed that the scheme has two dominant culture types; Clan culture and hierarchy culture. Characteristics of adhocracy and market cultures were also observed although considered weak. A chi square test of independence revealed that all the four culture types had a significant relationship with strategy execution at Ahero scheme. Recommendations made were that; Scheme management should develop a corporate organization culture that embraces a balance of all the four culture types in terms of Clan, Adhocracy, Market and Hierarchy and conduct Staff trainings to help staff relate the organization corporate culture to strategy execution. Clan culture be further strengthened since it was found to have a significant influence on strategy execution. Top management to provide adequate resources for strategy execution and the Ahero scheme management to put in place a clear reward system that links rewards to excellent performance to spur initiative, creativity and risk taking behaviors typical of adhocracy culture for increased employee productivity.


Key Words: Organizational Culture; Strategy Execution



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