Influence of Organisational Culture on Strategy Operationalisation and Organisational Performance: Evidence from Zimbabwe Media Industry Vulnerability

Abstract ―​

This study examines the influence of organizational culture on strategy operationalization and organizational performance within Zimbabwe’s media industry amid sector liberalization, digital disruption, and public-sector performance reforms. Drawing on organizational culture and strategy execution literature, the study analyses how cultural traits shape the translation of strategic intent into daily operational practices across broadcasting organizations operating in a competitive, multi-platform environment. This study employs a qualitative experiential approach as its guiding framework and were integrated with recent peer-reviewed research and national performance reports to identify common culture–execution dynamics within the sector. Findings reveal persistent gaps between corporate strategies and operational practices, including weak operations strategies, inconsistent work planning, uneven application of performance management systems, siloed information flows, and limited use of audience and revenue analytics. These challenges are reinforced by compliance-oriented interpretations of Integrated Results-Based Management systems rather than their use as execution tools. By integrating Denison’s cultural dimensions with operational levers such as functional plans, KPIs, feedback routines, and cross-functional processes, the study proposes a sector-relevant conceptual framework linking cultural alignment to performance outcomes including service quality, audience reach, revenue sustainability, and mandate delivery. The study concludes that organizational culture functions as a core execution system and that aligning culture with operational structures is essential for competitiveness and resilience in Zimbabwe’s evolving media landscape.