Journal of Economics and Management Volume 20, No. 1 March, 2024

Organisational Culture: Do all its dimensions matter for Organisational Commitment among academic staff in Ugandan universities?

Julius Samuel Opolot

Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University, Eldoret, Kenya; Department of Management and Marketing, Makerere University Business School, Kampala, Uganda

Stanley Kipsang

Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University, Eldoret, Kenya

Charles Lagat

Department of Marketing and Logistics, School of Business and Economics, Moi University, Eldoret, Kenya.

Abstract

The purpose of this paper is to establish whether all the dimensions of organisational culture matter for organisational commitment among academic staff in selected universities in Uganda. This study is correlational and cross-sectional in nature. A questionnaire survey of 578 academic staff was used. The data was analysed using SPSS version 23. The results indicate clan culture, adhocracy culture, hierarchy culture, and market organisational culture do matter for improved organisational commitment among academic staff. The study focused on culture as a predictor of commitment in universities in Uganda; future studies should replicate the same in other contexts. From a managerial perspective, university managers should place emphasis on building a better culture in order to achieve higher levels of organisational commitment. This paper provides initial evidence on whether all the dimensions of organisational culture do matter for organisational commitment among academic staff using evidence from an African developing country “Uganda”.

Keywords：Clan Organisational Culture, Adhocracy Organisational Culture, Hierarchy Organisational Culture, Market Organisational Culture, Uganda.

JEL Classifications：M1, M5

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