Effect of Market Culture on the Implementation of Corporate Strategy in Private Chartered Universities in Kenya

Aim: This study aimed to examine the effect of market culture on the implementation of corporate strategy in private chartered universities in Kenya. The study also established the moderating effect of quality management systems on the relationship between market culture and implementation of corporate strategy in private chartered universities in Kenya. Methodology: A cross-sectional survey research design was adopted. Both quantitative and qualitative data were used to seek the effect of clan culture on the implementation of corporate strategy. The accessible population included registrars, deans, directors, heads of departments, academic staff, and student leaders. This study used stratified random sampling and the target sample size was 240 participants. A pilot study was conducted with 24 participants to determine the reliability and validity of the questionnaire. Data from questionnaires was organized, coded, analyzed, and converted into quantitative summary reports for analyses using the Statistical Package for Social Sciences (SPSS) version 21 software to compute the relationships between dependent and independent variables. Qualitative data was analyzed thematically. Results: Findings indicate that market culture is a significant positive predictor of corporate strategy implementation in the studied universities (β = 0.719, p < 0.01). It was also found that there was a statistically significant moderating effect of quality management system on the relationship between market culture and implementation of corporate strategy in private chartered universities in Kenya (β = 0.748, p< 0.022). Conclusion: The findings highlight a positive effect of market culture on the implementation of corporate strategy in private chartered universities in Kenya. Furthermore, the study reveals that quality management systems play a significant moderating role in strengthening this relationship. Recommendations: University management should facilitate the active participation of student leadership in governance. The study also recommends that leadership in private universities prioritize fostering a market-oriented culture by aligning strategic goals with market trends and emphasizing quality management systems to improve strategy implementation. The Commission for University Education (CUE) should strengthen its support for market-driven strategies and ensure that quality management is integrated into institutional frameworks. Additionally, the Ministry of Education should develop policies that promote a market-focused approach to curriculum design and support universities in adopting systems that enhance quality and strategic execution.