*2.4. Theoretical Review*

This specific review covers theories related to organizational culture change and organizational performance. The study is mostly based on Hofstede's theory, the Edgar Schein model, and the Denison dimension model. The study of theories of organizational culture has proven to be quite difficult due to a lack of sufficient tangible evidence on various cultures. A shared understanding of organizational culture is one of the many different theories within private and public sector organizations. Top management hires like-minded individuals to support a specific, well-defined purpose, and this results in the organization having a singular focus in terms of performance. These theories on organizational culture have different overall organizational mindsets, such as ethics, profits, or philanthropy. The shared characteristics only change over time when hiring managers replace older workers.

#### 2.4.1. Geert Hofstede's Theory

Hofstede's theory is a framework for cross-cultural communication and explains the effects of a society's culture on the values of its members and the ways in which these values relate to the behavior using a structure derived from factor analysis (Ebba 2020). Geert Hofstede's theory indicates that the differences in culture among nations are found specifically at the greatest level; that is, at the level of values. Through comparisons, these cultural differences between organizations are specifically identified based on practices. Compared to values, practices have proven to be more tangible. In Hofstede's theory (1980), he used the gathered data from IBM employees in over 50 countries to classify organizational culture into four dimensions: power distance: the extent to which management and employees have a certain relationship distance, i.e., how they relate both formally and informally; individualism: the degree to which various individuals can create a schism between the interests of the entire organization and their own self-interests; uncertainty avoidance: this is the level at which the people in the organization are willing to mitigate the uncertainty and tolerance of ambiguity; and the definition of success, normally filled with ambition, challenge, and insolence, instead of caring and promotion.

Hofstede and Bond (1988) later on carried out a joint study and came up with a fifth dimension recognized as short-term versus long-term orientation that was entirely based on a study conducted among students in 23 different countries using a questionnaire (Shahzad et al. 2012). Hofstede also proposed that regional and national factors contribute a lot to the culture of the organization and, finally, have a great influence on the behavior of the employees in the organization itself. He gave several reasons for the cultural differences that may exist in different regions and the importance of international awareness and multiculturalism for individual cultural introspection. This is revealed by the cultural differences and distinctions in thinking and social action. He correlates ethnicity to culture as well as groups in the regions; organizations, professions, and families; and community as well as subcultural groups, political systems, and legal guidelines.

#### 2.4.2. Denison Dimension Model

Denison describes organizational culture in four general dimensions of adaptability, mission, involvement, and consistency. Adaptability is the ability to cope with a changing environment. How fast the change is understood and how fast the competitive environment is reacted to will differentiate high-performing organizations from low-performing organizations. He described culture as a mission where employees do each task. The reason for each activity is the overall purpose of the way the organization exists: to have a clear mission and to let employees understand it helps an organization perform. Employees need to understand that each task and activity is related to the organization's vision. He also described it as an involvement in which an organization fosters a strong sense of responsibility and commitment, allowing employees to understand the types of decisions they are permitted to make. Employees are encouraged to work in teams and support each other to attain their work goals. In addition, culture was described in a consistency dimension as a set of procedures that help to govern the system. It is a procedure or acceptable standard of performing a given task in an acceptable way within a given time and standard. Each employee is aware of the fact that their work impacts others and how the work of others impacts them. Involvement is the creation of responsibility by empowering employees using different techniques to make them fit for job training and development. This way, employees will understand what their responsibility is, what kinds of things their decision is needed on, and what is beyond their responsibility.

#### **3. Research Methodology**

#### *3.1. Research Design*

The study adopted a descriptive survey research design in order to present a clear description of the aspects of the study. According to Osoro (2020), the descriptive research design refers to the scientific method that has no bias and includes observation and description of the subject. This method is able to facilitate comprehensive data collection by watching and portraying the conduct of a subject without affecting it in any way. This design was considered suitable for this study as it helped the researchers in collecting data describing the nature of the existing conditions in the organization. In line with this, several studies (Kimhi and Oliel 2019; Jumanne and Njoroge 2018; Onono 2018; Anyango and Chrispen 2018) adopted a descriptive research design and successfully addressed the research question. The study unit analysis entailed organization management and employees from various departments.

#### *3.2. Target Population*

Cooper and Schindler (2014) explain population as the total collection of elements about which a researcher wishes to make some inferences. For this study, the target population was composed of 100 employees working in the Corporate Secretary and Legal Services, Wildlife and Community Service, Wildlife and Security, Infrastructure Management, Partnership and Enterprise, Finance and Accounts, Service Training, Human and Administration departments at Kenya Wildlife Service Nairobi National Park. The list of the employees was obtained from the human resources office.

## *3.3. Sampling Frame*

Kabir (2016) defines a sampling frame to be consisting of items where a sample is drawn. From the sampling frame, we identify the elements of the population through explicit or implicit enumeration. In this study, the sampling frame is a list of employees of Kenya Wildlife Service Nairobi National Park obtained from the human resources department.

#### *3.4. Sampling Technique*

The sampling technique involves taking a subset from a selected sampling frame or an entire population (Taherdoost 2016). Sampling can be used to make inferences about a population or generalize an existing theory. In essence, this depends on the choice of sampling technique. For this study, a stratified sampling technique was used where every employee had an equal chance of being selected in relation to their proportion within the population. Matula et al. (2018) indicate that the population is divided into subgroups, in this case, various departments. Questionnaires were administered to the selected employees from different departments and accurate feedback was received. The stratified approach is accurate and obtains feedback from all the employees.

#### *3.5. Sample Size*

From the sampling frame, we were able to find the sample size as outlined by Mugenda and Mugenda (2003) where a sample of 10–50% of a population is sufficient. Based on this, the researchers decided to sample 10% of employees from each department to obtain a sample size of 100 employees working at Kenya Wildlife Service Nairobi National Park since the population is small and easily accessible.

#### *3.6. Description of Data Analysis Procedures*

Before analysis, the questionnaires were checked for completeness and were coded for analysis. The study used both inferential and descriptive statistics with the analysis of supporting research objectives. Descriptive statistics analyzed frequencies, percentages, means, and standard deviations while inferential statistics analyzed correlation to establish the relationship among study variables. Statistical Package for Social Studies (SPSS) software version 24 was employed in analyzing data gathered from the respondents. Findings gathered from the target respondents are presented using tables and figures.

## **4. Research Results**
