Organisational Culture and Strategic Agility in Child Protection Non-Governmental Organisations in Nairobi County, Kenya

Abstract

The purpose of this study was to investigate the effects of organisational culture on strategic agility in Child Protection NGOs in Kenya, specifically focusing on shared values, shared beliefs, and artefacts.  A descriptive correlational research design was employed in this study, and a total of 180 staff in the top and middle management levels from 36 Child Protection NGOs formed the target population. Correlation analysis showed medium and positive correlation for shared values (r=0.571, p<0.05) and artefacts (r=0.556, p<0.05), and weak and positive correlation for shared beliefs (r=0.371, p<0.05). Further, multiple linear regression analysis revealed that shared values were responsible for 22% of strategic agility (R²=0.220), shared beliefs were responsible for 13.8% of strategic agility (R²=0.138), while artefacts were responsible for 30.9% of NGOs’ strategic agility (R²=0.309). Hence, culture is crucial in enhancing organisational agility and supporting organisation responsiveness in strategy orientation in Child Protection NGOs in Kenya. As a result, organisational leaders need to exhibit emotional moral intelligence and integrate spiritual beliefs while ensuring a physical workspace that supports agility by fostering flexibility, collaboration, and efficient communication.