Hybrid corporate culture and its impact on strategy implementation in commercialised state enterprises in Zimbabwe

Abstract

The study sort to empirically examine the influence of hybrid culture (national culture and corporate) on strategy implementation in Commercialised State Owned Enterprises in the Postal and Telecommunications Sector of Zimbabwe (CSOEZ). The enquiry was base1d on a 5 point level of agreement likert scale questionnaire with a total of 478 respondents completing the questionnaire out of a target population of 836 giving a 57% response rate. Survey data was presented through percentile descriptive statistics and measures of central tendencies of mean, mode and standard deviation whilst ANOVA was used for statistical analysis. Findings of the study indicates that the existing hybrid culture in CSOEZ was not effectively influencing strategy execution. The study concludes that corporate culture of CSOEZ is not effectively influencing strategy implementation. Hierarchical culture and Power Distance culture on the basis of summary likert scale items mean score of 3.17 and standard deviation of 1.432 was the only corporate culture type that was positively influencing strategy implementation in CSOEZ. The study thus recommends that work be put in to draw a clear identity of CSOEZ as they trade between public and private entities thereby creating a unique hybrid culture. Thus an understanding of in-between entities allows for creation of an effective corporate culture.