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Organization health conceptualized as an emergent capability in a public sector reform program:Empirical and practical implications

Author

Listed:
  • Philip Awino

    (Department of Business Administration, Kenyatta University)

  • James M. Kilika

    (Department of Business Administration, Kenyatta University)

  • Stephen M.A Muathe

    (Department of Business Administration, Kenyatta University)

Abstract

The study reports findings of an investigation on the effect of emergent capability derived from an organization development (OD) program on the effect of the OD on realized performance in a National Police Service public sector reform program in Kenya. The study considered how four components of the OD process were realized from the reform program and determined the level of emergent capability that resulted from the OD components. Primary data was obtained from a sample of 294 senior officers in job groups PG5-PG11. The study finds that the level of OD realized from the reform program was rated at a moderate level and contributed to an equivalent level of emergent capability of the form of organization health. OD has a significant positive effect on the emergent capability and performance while the emergent capability has a positive effect on performance and partially mediates the effect of OD on performance. The study calls on practicing managers to consider integrating the OD process with the strategic management process from initiation to the end of the process. Future research is called upon to consider expanding both the conceptual and methodological scopes adopted in this study to enhance the generalizability of the findings. Key Words:OD, organization health, Emergent capability National Police Service, performance, Kenya.

Suggested Citation

  • Philip Awino & James M. Kilika & Stephen M.A Muathe, 2022. "Organization health conceptualized as an emergent capability in a public sector reform program:Empirical and practical implications," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(2), pages 16-28, March.
    • Handle: RePEc:rbs:ijbrss:v:11:y:2022:i:2:p:16-28
    DOI: 10.20525/ijrbs.v11i2.1679
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    References listed on IDEAS

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    1. Cândido, Carlos J F & Santos, Sérgio P, 2015. "Strategy implementation: What is the failure rate?," Journal of Management & Organization, Cambridge University Press, vol. 21(2), pages 237-262, March.
    2. Birger Wernerfelt, 1984. "A resource‐based view of the firm," Strategic Management Journal, Wiley Blackwell, vol. 5(2), pages 171-180, April.
    3. Appiah-Adu, Kwaku & Okpattah, Bernard K. & Djokoto, Justice G., 2016. "Technology transfer, outsourcing, capability and performance: A comparison of foreign and local firms in Ghana," Technology in Society, Elsevier, vol. 47(C), pages 31-39.
    4. Gian Nicola Francesconi & Fleur Wouterse, 2015. "The Health of Farmer-Based Organisations in Ghana: Organisational Diagnostics and Governance Implications," Journal of Development Studies, Taylor & Francis Journals, vol. 51(3), pages 262-273, March.
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