Moderation Effect of Organizational Culture on the Relationship Between Strategic Inputs of Competitive Intelligence and Competitive Advantage among Commercial Banks, in Kenya
DOI:
https://doi.org/10.47941/ajss.1225Keywords:
Strategic inputs, competitive intelligence, Competitive advantage, organizational cultureAbstract
Purpose: The purpose of this paper is to determine moderating effect of organizational culture on the relationship between strategic inputs of competitive intelligence and competitive advantage among commercial banks in Kenya.
Methodology: A descriptive and explanatory research design was used in this study and primary data was collected at the head offices of each bank which are all found in Nairobi city. Primary data was collected using a semi-structured questionnaire. Data was analyzed using both descriptive and inferential statistics. Analysis was done with the assistance of SPSS computer packages.
Findings: Strategic inputs of competitive intelligence were found to explain 46.6 % of competitive advantage. When organizational culture was introduced this variation changed to 53.7%. Therefore, organizational culture was found to have a moderating effect on the relationship between strategic inputs of competitive intelligence and competitive advantage among commercial banks in Kenya
Unique contribution to theory, practice and policy: While incorporating strategic inputs of competitive intelligence among commercial banks, attention should be paid on prevailing culture within the organization in terms of shared values, norms, assumptions and belief systems that encourage the collection, analysis, utilization and sharing of competitive intelligence to enable banks gain competitive advantage
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