13th Annual International Management Conference Proceeding

threatened by increased dynamism in Kenya requiring continuous strival to keep pace with the changes,
development of capacity to deliver high quality services and new products as central components in its
business. More importantly, the Institute interrogates itself through self-appraisals of its performance. KIA
therefore, takes entrepreneurial approaches to transact its business entrepreneurship using prudent management
styles as reflected in its growing revenue base and increasing activities (Table 1). These are important
ingredients in enterprise culture development. In spite of the provision of these services by KIA and other
institution, to date, Kenya has a weak enterprise culture. It is against this background that this study was
undertaken.
1.2 Statement of the Problem
In spite of continued support services rendered to entrepreneurs by the enterprise support system, enterprise
culture is not well developed in many countries (Gibb, 2002). In Kenya, the government regards the
enterprise support given to Kenyans an important determinant of entrepreneurship development. Specifically,
the training, research and consultancy services continuously provided by different institutions are founded on
clear government policies and goals (GOK, 2002-2008). Significant resources have also been invested over the
years to improve such services.
Specifically, KIA in tandem with other institution in the support system has continued participating in public
policy formulation, offering training, research and consultancy services to Kenyans. Yet, the country lacks a
well-developed enterprise culture. There is little empirical evidence why enterprise culture development in
Kenya remains a gleam in spite of these efforts. Enterprise culture development debate by local scholars such as
Bwisa (1992) and Mullai (1999) is inconclusive
The problem of investigation in this paper therefore, was that a weak enterprise culture exists in Kenya in spite
of the many players in the enterprise support system of which the Kenya Institute of Administration (KIA) is
part of. This study has contributed towards filling this glaring gap of knowledge by establishing the challenges
hindering enterprise culture development. It has also examined the strategic and facilitative role that KIA,
plays in the development of this culture.
1.3 Purpose
The purpose of this paper is to examine the strategic and facilitative role that KIA, plays towards the
realization of a well-developed enterprise culture dream in the country. Such a culture would lead towards
high entrepreneurial output for national development.
1.4 Objectives
The objectives of this paper are to:
(a) Draw the entrepreneurial picture in Kenya.
(b) Describe the enterprise support system in Kenya.
(c) Examine KIA’s strategic role in the development of enterprise culture in Kenya.
(d) Suggest areas where KIA can give more support in enterprise culture development
1.5 Definitions of Key Words
Enterprise: A venture where entrepreneurial enterprising attributes are used.
Enterprise culture: Set of attitudes, values and beliefs that lead to enterprising behaviour and aspirations
towards self-employment in a community. It is made up of enterprising people prepared to challenge existing
ways of doing things, and to new ideas for the benefit of society. It supports independent entrepreneurial
behaviour in business context.
Entrepreneurship: Process of being an entrepreneur, derivative of the French word “entrepredre” - to
undertake, recognize and pursue opportunities, using innovation and creativity for business start-up (Burch,
1986). It is a spirit of taking risks and investing resources to get gainful results through increased efficiency
and productivity.
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