Balancing the Delicate Space between Organizational Culture and Customer Service Quality: An Empirical Review for Systemic Excellence in the Electrical Energy Sector in Kenya

This systematic and empirical review attempted to expand the frontiers of knowledge by analyzing the existing delicate space between organizational culture and customer service quality, using Kenya Power as a statistical representative sample of the Electrical Energy Sector in Kenya. Organizational culture has been a topical issue in the corporate world for many decades due to its assumed ability to predict business effectiveness and success. Whereas this conviction is a true story in most companies across the globe, in some companies, it is a dreadful undertaking and Kenya Power is no exception. To examine this delicate space, the study tested a null hypothesis of no significant effect between (X) organizational culture and (Y) customer service quality while taking into account the existing multiple covariates within the causal chain. Utilizing a mixed method approach, the study collected both numerical and qualitative data from 76 respondents (n) (statistically obtained from 95 N) and 10 key informants respectively. At the univariate level, frequency counts and means were used while at the multivariate level, multiple linear regression analysis was applied in order to determine the total impact of X(s) on Y, while qualitative analysis was carried out through thematic and discursive methods. Study findings revealed that, all the 7 constructs of the independent variable had a positive and significant effect on the dependent variable. The R Square, which indicates the total impact of X(s) on Y stands at 76%, implying that, the constructs of the independent variable positively and significantly predicted the dependent variable. The extraneous variables, which in this case were competing with the independent variable to explain a change in the dependent variable stand at 24%. Implying that, the excluded independent variables as far as quantitative data were concerned, had a weak impact on the dependent variable. However, the interview results indicated a divergence in opinion and reasoning. Key informants alluded that, re-branding strategies, customer focused models, political factors, ICT adoption, research, quality management system and so on are more relevant than culture itself in predicting organizational effectiveness and customer satisfaction. It is upon this basis that this study recommended that, much as organizational culture is being applauded for shaping customer service quality by the numerical data, it is much more logical to focus on the new inroads provided by the qualitative data in this study. Integrating research, ICT, customer-driven models, and quality management systems in the business processes at Kenya Power, will not only help the firm to establish a competitive culture; rather, will keep it afloat and sound in a business context.