The Impact of Organisational Culture on Implementation of Rural Development Strategies in Selected Local Government Authorities in Nigeria
Cardiff Metropolitan University
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This research examines the impact of organisational culture typologies on current strategy implementation process in Nigerian Local Government Authorities (LGAs). The inefficiency of the current implementation process represents a burden on the lives of the Nigerian citizenry. This problem is examined from an organisational culture perspective. Previous research suggests that aligning organisational culture and strategy implementation produces favourable interrelationships. This research highlights operational implications of these interrelationships. To achieve its objectives, a qualitative case study research is conducted on six Nigerian LGAs using semi-structured interviews (n=60). It epistemologically embedded its research design in the organisational cultural assessment instruments (OCAI) to establish the LGAs contemporary cultural dynamics. The methodical analysis of information exemplifies the interrelationship between its variables and underscores the need for an implementation model which considers various layers of forces existing within and outside the LGAs. A conceptual model with three categories showing interrelationships between the task environment, environmental context and external environment of the LGAs is developed and used as a framework to analyse the data. Findings uncovered the six LGAs adopt a culture mix favourable for their implementation effectiveness. However, key rationalities hindering strategy implementation are closely associated with the ostensible lack of attention to the behavioural patterns of strategic actors. The research provides robust understanding of culture as a determiner of implementation success, and sparks series of novelty thoughts on the impact of culture typologies on strategy implementation practices in Nigerian LGAs. Its practical implications provide public managers with insight into realigning culture and implementation practices to achieve their 3 desired outcome using empirically supported dimensions of the OCAI. The findings of this research suggest the need for future research in examining the recursive and reciprocal effect of culture and implementation in public sector research.
PhD Thesis - School of Management
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