Clan Culture and Corporate Growth: A Mixed-methods Analysis of Tanzania Commercial Bank

Abstract

Ineffective implementation of clan culture can stifle an organization's potential for success. This study aimed to analzed relationship between clan culture and Corporate growth at Tanzania Commercial Bank (TCB) essentially to provide strategic recommendations for aligning organizational culture with performance. The theoretical framework involved use of Systems Theory and the Functionalist Theory of Culture, both of which provide a robust foundation for understanding the impact of clan culture on Corporate growth within Tanzania Commercial Bank. A mixed-methods approach was used, combining qualitative and quantitative data. The study involved a case study of TCB during its merger, collecting data from 136 employees’ and top managers through questionnaires and interviews respectively. Quantitative data analysis involved the use of pearson correlation while content analysis was used in the analysis of the qualitative information derived from Key Informants who were Bank top managers. Results show that there was significant relationships between these cultural dimensions and Corporate growth. The study concludes that enhancing clan culture within TCB is crucial for driving Corporate growth and improving overall Corporate success, indicating that strong organizational culture significantly contributes to the bank's competitive advantage. The study recommends that it is important to enhance communication, fostering collaboration, implementing consistent decision-making, strengthening employee engagement, encouraging innovation, and regularly assessing cultural impact to leverage clan culture for Corporate growth at Tanzania Commercial Bank.