Empirical investigation of the relationship between cultural orientation and leaders’ ability to implement strategy

Abstract

This study investigates the relationship between the pre-existing culture norms of individuals and leaders’ ability to create the appropriate organisational culture to attain success. It hypothesises that there is a substantial relationship between the cultural inclination of individuals, the ability of leaders to implement strategy, resultant organisational norms and subsequent business success. Using an ethnographic approach, cultural frameworks and Pearson’s chi-squared test to correlate the relationship between variables, the study investigates the link between the cultural orientation of key individuals and its impact on the ability of leaders to achieve business objectives. This is done in relation to newly created, fast paced, high growth UK micro-businesses with no over-arching or evolved cultural norms. The results of this study indicate that there is a significant connection between business success and the habituated norms of individuals.  A stance which confirms the conceptualisation of culture theory: that people are not aware of their own socialisation and value orientations, (Trompenaars & Hampden-Turner, 2012). Research indicates that businesses should conduct audits of the cultural norms of both potential hires and existing employees before attempting to implement strategy. They should also consider concrete and identified steps, as a part of that strategy, to enculturate individuals.