Clan Culture and Performance of United Nations Agencies in Nairobi, Kenya

Authors

  • Kutata M. Tito
    MBA Student, Moi University
  • Dr. Jane Sang
    Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University, Eldoret, Kenya
  • Dr. Zurah Mohammed
    Department of Marketing and Logistics, School of Business and Economics, Moi University, Eldoret, Kenya

Abstract

Purpose: This study determined the influence of clan culture on the performance of United Nations (UN) agencies in Nairobi, Kenya.


Material/methods: The study was anchored on the Resource-Based View and the Competing Values Framework and adopted a positivist philosophy and an explanatory cross-sectional survey design. The target population comprised 302 top managers from 15 UN agencies, from whom a sample of 172 respondents was selected. Data were collected using a structured questionnaire and analyzed using descriptive statistics, Pearson correlation and regression analysis.


Findings: Clan culture had a positive and statistically significant influence on organizational performance (beta = .841, p < .001).


Conclusion: The study concludes that teamwork, trust, employee involvement, technical capability and a sense of belonging improve coordination, commitment and program delivery in UN agencies.


Value: The study recommends participatory decision-making, mentoring, cross-functional teamwork, staff development and employee-recognition practices to sustain a collaborative culture and enhance agency performance.