Experiential Culture Model: An Analysis of Moment Structures Approach Utilizing Small and Medium Enterprises in Eldoret Town, Kenya

  • B. Kipchumba Tarus Moi Teaching and Referral Hospital P.o. Box 3, Eldoret
Keywords: Experiential Culture, Analysis of Moment Structures Small and Medium Enterprises and Model


Most organizations in the 21st century have not been able to realize their full potential due to avoidance of implementing experiential culture as part of their deliberate strategy and building block for organizational survival in responding to the demands of the competitive markets.  Experiences are routes that motivates employees to generate new knowledge resulting into better performances. The paper analyzed the determinants of experiential culture utilizing analysis of moment structures approach (AMOS). Experiential culture is expected to be a determinant of organizational performance however; most organizations have not been incorporating it in their activities resulting in lack of knowledge transfer and performance. The study utilized explanatory research design with stratified and simple random sampling. The model development was guided by Schein (1992) and organizational diagnosis questionnaire of thirty-five scales. Results of the model indicated that experimental culture significantly predicts high performance with (β= 0.48, p < 0.001).  Further, the model has three dimensions namely; organizational culture, employee morale and employee development. Lastly, it is expected that organizations should embrace experiential culture in order to realize their full potential.


Alexander, K. (2000) “The Changing Face of Accountability.” Journal of Higher Education,71(4), 411– 431.two-step approach. Psychological Bulletin, 103, 411-423.

Davenport, T.H (2005). Thinking for a Living. Boston, M.A.: Harvard Business Press

Goh, S.C. (2002). Managing Effective Knowledge Transfer: An integrative framework and some practice implication. J. Knowl. Manage. 6(1): 23-30.

Henderson, R. and Clark, K. (1990) Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms. Administrative Science Quarterly, 35, 9-30.

Lee F, Edmondson AC, Thomke S, Worline M (2004). The Mixed Effects of Inconsistency on Experimentation in Organizations. Org. Sci. 15(3): 310-326.

Mason, D. E. (1996). Leading And Managing The Expressive Dimension: Harnessing The Hidden Power Source Of The Nonprofit Sector. San Francisco, C.A.: Jossey-Bass.

Matthians, B (2005). Not for the Profit, but for the Satisfaction? – Evidence on worker well-being in non-profit organizations. Oxford, U.K: Blackwell Publishing Ltd.

Miller D, Eisenstart R, and Foote M (2002). Strategy from the inside out: Building capability-creating organizations. California Manag. Rev. 44(3): 37-54.

Paton R, & Cornforth, C (1992). What’s Different about Managing in Voluntary and Non-Profit Organizations? In Batsleer, J., Cornforth, C., Paton, R. (Ed.). Issues in Voluntary and Non-Profit Management: A Reader. Wokingham: Addison-Wesley Pub. Co. pp. 36-46.

Pietersen, W. G. (2002). Reinventing Strategy: Using Strategic Learning to Create and Sustain Breakthrough Performance (New York, John Wiley & Sons, Inc.).

Schaubroeck J, & Ganster D. C (1991). Beyond the Call of Duty: Study Of Extra-Role Behaviour In Voluntary Organizations. Hum. Relations 44(6): 569-582.

Schein, E. H. (1992). Organizational culture and leadership (2nd ed.). San Francisco: Jossey-Bass.

Sirota, D., Mischkind, L. A., & Meltzer, M. I. (2005). The Enthusiastic Employee: How Companies Profit by giving Workers what they want. Upper Saddle River, N.J.: Wharton School Pub.

Tucker A, Nembhard I, Edmondson A (2006). The Effects of Learn-what and Learn-how on the Implementation Success of Improvement Projects. Unpublished manuscript.

Weisbord’s, M. B. (1976). Organizational Diagnosis: Six places to look for trouble with or without a theory Group and Organization Studies, 1(4), 430-447.
How to Cite
Tarus, B. (2020, July 17). Experiential Culture Model: An Analysis of Moment Structures Approach Utilizing Small and Medium Enterprises in Eldoret Town, Kenya. African Journal of Education,Science and Technology, 6(1), Pg 161-169. Retrieved from http://ajest.info/index.php/ajest/article/view/473