Corporate Culture, Strategic Communication and Organizational Performance: The Case of Ethiopian News Agency

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Addis Ababa University


This study investigates into corporate culture; strategic communication and organizational performance of Ethiopian News Agency. The objectives of the study were examining the corporate culture popular at Ethiopian News Agency, investigating the strategic communications of the organization, evaluating the organizational performance and also targeted on establishing the relationship among them. The research was based on an explanatory sequential mixed method design. The target population consisted of employees of Ethiopian News Agency and they are 352. The study sample was stratified random sampling techniques. A sample of 187 respondents was picked for the study from the head office and 35 branches of ENA. A questionnaire was used to collect quantitative data and the data was analyzed using Statistical Package for Social Science (SPSS). Data was presented via descriptive statistics, percentage and frequencies and presented using tables and graphs. A Pearson correlation analysis was conducted to establish whether there was any relationship between the study variables. The qualitative data was collected via in-depth interview. The data obtained from 9 managers was analyzed thematically. The researcher described a phenomenon and associated to specific research questions. Potential themes were identified and checked if they told a convincing story of the data and that they answered the research questions. Then detailed analysis of each theme was developed and informative name for each theme was also decided and the analytic narrative and data extracts were weaved together. Finally, both qualitative and quantitative results were discussed, summarized and concluded. The reliability of the scales was tested and a Cronbach alpha of .979 indicated a strong level of internal consistency reliability. In addition, the researcher came up with the following findings. ENA’s vision, mission and key values were not shared among the management, employees and external stakeholders; Personal needs were not acknowledged; specific programs which facilitate individuals’ work-life balance were not provided; decision-making in ENA did not attribute voice and participation of employees; role, position, and people connections were valued more than the quality of work; differences were not resolved through participatory process; quality was not balanced with meeting deadlines and quotas; stakeholders were not attracted by ENA’s communication system; transparency did not get due attention in the organization’s Communication; There was no effective communication system; the PR is not effective in creating win-win situations, and long-term perspectives; ENA had not well defined corporate social responsibility policy; employees were not satisfied with the performance management practice in ENA. The study also concluded that there was a positive significant relationship among corporate culture, strategic communication and organizational performance in ENA. The current research recommended media in Ethiopia in general and ENA in particular need to give attention to corporate culture and strategic communication since they are directly related to organizational performance. Key Terms: Corporate culture, Strategic communication, Organizational performance



Corporate culture, Strategic communication, Organizational performance