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Anne Wanjiru Kiboi

School of Business

Nelson Mandela Metropolitan University

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


Professor. S. Perks

School of Business

Nelson Mandela Metropolitan University


Professor. E.E Smith

School of Business

Nelson Mandela Metropolitan University



CITATION: Kiboi, A., W., Perks, S., Smith, E., E. (2018). Influence Of Socio-Cultural Factors On Strategy Implementation In State Corporations In Kenya. International Journal of Strategic Management. Vol. 7 (5) pp 276 – 292.




To achieve effectiveness and efficiency in strategy implementation in state corporations, change is needed. Due to the rapid changing global environment and increasing demand for service delivery, continuous change is needed. Changes have been taking place in the Kenyan state corporations since 2003 and this has been as a result of corporate strategy implementation. However it is not enough to develop a good strategy, good strategies can fail during implementation. The state corporations in Kenya, like in most countries in Sub-Saharan Africa, have been characterized by slow and bureaucratic processes that retard corporation’s performance. Employees and managers in these corporations have been perceived as not performing as they should. Kenyan state corporations are important to the economy of the country. They provide social and essential services to the Kenyan population. There was therefore a need to investigate ways to improve strategy implementation in state corporations, and the focus was on socio-cultural factors. The study sought to establish the influence of socio-cultural factors on strategy implementation among state corporations in Kenya. A survey was conducted using a self-administered questionnaire distributed to 485 managers in state corporations in Kenya. Correlation and exploratory factor analysis, the KMO measure of sample adequacy, Bartlett’s test of sphericity, Kolmogorov-Smirnov test for normality, multi-Collinearity diagnostic and regressions were the main statistical procedures used to test the appropriateness of data, correlation and significance of the relationships hypothesized between the various independent and dependent variables. A fairly strong, statistical significant relationship existed between socio-cultural and strategy implementation. It seems that managers of state corporations in Kenya allow society to guide their employee behaviour, and adhere to equity in the workplace. They are also tolerant to different cultural groups and value staff who behave ethically. They ensure that their corporation keeps pace with society preferences, such as online communication. It is suggested that Kenyan state corporations’ managers should; conduct a lifestyle analysis to identify consumer activities, interests and outlook. This could include activities such as sport, entertainment and hobbies; interests such as house, job, family, fashion and food; and opinions classified as social issues, politics, education, business and outlook


Key Words: Socio-cultural factors, Strategy Implementation, State Corporations in Kenya




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