Moderating effect of organizational culture on the implementation of turnaround strategy

Abstract

Organizational culture cuts across most independent variables causing all manner of reactions on specific dependent variables especially where human resource behavioral aspect is at play in an organizational setup. This paper investigates the moderating effect of organizational culture on the implementation of turnaround strategy through a desktop research. Specifically, literature on turnaround strategy, its implementation, the factors at play during implementation with reference to business process reengineering as an independent variable and organizational culture’s moderating effect on turnaround implementation strategy.