International Journal of Business and Management; Vol. 15, No. 9; 2020 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education 47 Adhocracy Culture and Strategy Implementation: An Application within Professional Bodies in Kenya Anne W. Njagi 1 , Joseph Ngugi Kamau 1 & Charity W. Muraguri 1 1 Chandaria Business School, United States International University - Africa, Nairobi, Kenya Correspondence: Anne W. Njagi, Chandaria Business School, United States International University - Africa, Nairobi, Kenya. E-mail: waringanjagi@yahoo.com Received: May 29, 2020 Accepted: July 9, 2020 Online Published: August 16, 2020 doi:10.5539/ijbm.v15n9p47 URL: https://doi.org/10.5539/ijbm.v15n9p47 Abstract Strategy implementation presents the most complex aspects of an organization. This study aimed at establishing the relationship between adhocracy culture and strategy implementation in professional bodies in Kenya. To accomplish the main study objective, a descriptive research design was conducted and anchored on Cameron and Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. A sampling frame of 168 respondents from 28 active professional bodies registered with the Association of Professional Bodies in East Africa (APSEA) was targeted. Data were collected using a structured questionnaire. Purposive sampling was used to select six (6) top managers in constant touch with the strategy implementation of their organizations. The study tested a null hypothesis and the results were analyzed through regression ANOVA to establish the relationship between adhocracy culture and strategy implementation. From the results, it was found that adhocracy had a significant positive effect on strategy implementation. The study concluded that adhocracy culture and strategy implementation in professional bodies in Kenya have a significant relationship. The study recommends that the leadership of an organization should work to establish a structure that accommodates adhocracy within the organization. Both operational and business level management should be structured in such a way that there is adhocracy culture within the ranks of the organization. The study further recommends a similar survey across the East African region including more professional bodies and further pursuit of adhocracy culture to test its suitability in other organizations other than professional bodies. Keywords: adhocracy culture, creativity, innovativeness, professional bodies, strategy implementation 1. Introduction Spade (2018) argues that corporate strategy can change over time, but organizational culture is very difficult to change once formed. An organizational culture is rigid and facilitates continuity in an organization. It is for this reason that to develop and implement any strategy successfully within an entity, organization culture should be fully aligned. Thus, Organizational management should establish initiatives and goals to support an organizational culture that embraces the organization’s strategy in the end. Organizational culture is difficult to change. However, new people entering the organization can influence others to achieve organizational culture change. Spade concluded that culture change can be implemented through conversations about an organization’s tendencies and talking about what is working as well as what is not and reflecting on how own behavior can match what an organization desires. As explained by Wei, Samiee, and Lee (2014), organizational culture is a complicated topic where researchers disagree on its definition, interpretation, and utilization. From an interpretive perspective, culture is viewed as an aspect that an organization is as opposed to something that it has. According to the objectivist argument, culture is viewed from the other end of the spectrum, as a tangible resource that can be transformed and modified to improve the organizational performance. Warrick (2017) argues that the way an individual perceives culture directly influences their beliefs as to whether culture can be transformed. Culture depends on several individual factors, which influence each other. The scholar further states that several of these factors could be controlled while others cannot and the environments exposed to an organization impact its capacity to manage cultural change successfully. Emre, Faruk, Şentürk, and Ergün (2017) view strategy implementation as a shift of a selected strategy into organizational action to realize targeted goals. It describes the process through which policies and strategies are