The Effect of Organizational Cultureon Employee Organizational Commitment: The Case of Kifiya Financial Technology

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dc.contributor.advisorAbraraw Chane(PhD)
dc.contributor.author: Marda Musefa
dc.date.accessioned2026-03-03T05:01:15Z
dc.date.available2026-03-03T05:01:15Z
dc.date.issued2025-11-25
dc.description.abstractThis study investigates the effect of organizational culture on employee organizational commitment at Kifiya Financial Technology. Using a quantitative research approach and an explanatory survey design, data were collected from a sample of 210 employees selected through simple random sampling from a total population of 441. The study examined four cultural dimensions—clan, adhocracy, market, and hierarchical—and their influence on employees’ commitment to the organization. Validity and reliability of the questionnaire were ensured through expert review, pilot testing, and Cronbach’s alpha analysis. Data were analyzed using descriptive statistics, correlation, and multiple regression techniques with SPSS software. Findings reveal that adhocracy culture is the most dominant and has the strongest positive effect on employee commitment, followed by market and clan cultures, while hierarchical culture showed no significant impact. The study concludes that fostering innovative and market-driven cultures enhances employee commitment, offering practical implications for organizational management. Recommendations for improving organizational culture and suggestions for future research are also discussed.
dc.identifier.urihttps://etd.aau.edu.et/handle/123456789/7694
dc.language.isoen_US
dc.publisherAddis Ababa University
dc.subjectOrganizational Culture
dc.subjectOrganizational Commitment
dc.subjectClan Culture
dc.subjectAdhocracy Culture
dc.subjectMarket Culture
dc.subjectHierarchical Culture
dc.subjectKatia Financial Technology
dc.titleThe Effect of Organizational Cultureon Employee Organizational Commitment: The Case of Kifiya Financial Technology
dc.typeThesis

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