Culture as an Antecedent to Organizational Performance: A Case of Private Universities in Kenya

With the recent declaration of Sustainable Development Goals to 2030 at the United Nations, all nations are focused on ensuring inclusive and equitable quality education and promote life-long learning opportunities for all. In this respect, a well-structured and holistic curriculum is an important first entry point in guiding learning processes embedded in a strong culture. The purpose of the study was to examine how sustaining culture ?ff?ct organizational performance in private universities in Kenya. This was a correlational study which adopted a positivist philosophy. The study population comprised of all the 17 private universities in Kenya accredited by Commission of University Education. Th? unit of analysis w?s the board of directors, vice chancellors, heads of departments (finance, sports, hum?n resource, research, quality assurance) and ?c?d?mic deans (business school) which w?s 136. ? census technique w?s us?d in the study with frequency distributions, percentages and means for descriptive statistical analysis while correlations and regression analyses w?r? us?d for inferential statistics. Th? study found that, organizational culture explained ? significant proportion of variance in organizational performance, R[superscript 2] = 0.461. Organizational culture significantly pr?dict?d organizational performance, [beta] = 0.679, t(120) = 10.090, p = 0.000. This finding implied rejection of the null hypothesis since the p value w?s less than <0.05 s?t by the study.