Does Organizational Culture mediate the interplay of Strategic Agility on Organizational Performance? Evidence from Accredited Universities in Kenya

Abstract

Purpose: This study aimed to investigate the challenges affecting the performance of accredited universities in Kenya, with a focus on understanding the role of organizational culture (OC) as a mediator in the relationship between strategic agility (SA) and organizational performance (OP). Methodology: The study was anchored on the Dynamic Capabilities Theory (DCT), which underscores the importance of adapting to changing environments through strategic capabilities. To reinforce the mediating role, Competing Values Framework (CVF) supplemented the anchor theory. Using a descriptive correlational survey design, the research targeted a census of 78 accredited universities in Kenya. Data was gathered using a 5-point Likert scale, and Ordinary Least Squares (OLS) regression was employed for data estimation and analysis within the lenses of PROCESS macro model of testing mediation. Findings: The findings from the study affirmed the significant mediating role of organizational culture in the relationship between strategic agility and organizational performance. The results highlighted that the alignment of strategic agility with organizational culture plays a crucial role in enhancing the performance of universities. Unique Contribution to Theory, Policy and Practice: Based on these findings, the study made recommendations for policy and management practices that focus on fostering a culture that supports strategic agility. This approach is expected to help improve organizational performance in Kenyan universities by enabling them to adapt to emerging challenges and optimize their operational effectiveness.