Culture as a Catalyst for Organizational Transformation and Integration in the Nigerian Banking Sector

Abstract

In the emerging global market place, National and Organizational Culture are acknowledged as catalyst for organizational transformation and integration. However, as a result of low cultural intelligence, these key imperatives are alien in the Nigerian banking sector. The present development constitutes a disadvantage for corporate performance. In my examination of National and Organizational culture in the Nigerian banking sector, a convergence between national and organizational culture is discernable. The inability of managers and change agents to innovate with a view to achieving the objective of change management and business integration is strongly rooted in the prevailing low cultural intelligence. To enhance corporate performance, the mitigation of the present low cultural intelligence is indicated. The mitigation of the high uncertainty avoidance, high power distance and job oriented culture will impacts positively on the innovative capacity of banks with a view to gaining sustainable competitive advantage. The data analysis for the purpose of explication of understanding of the theme of this research was done by critical analysis of literature and dialectic reflection about my understanding of it. In this study, observations were also utilized because they are believed to be effective for collecting data in studies where the phenomenon is hidden from public view. This study is expected to act as an enabler of cultural intelligence in the face of increasing difficulty in the global market place where constant change and innovation are required for corporate performance.

Key words: National Culture, Organizational Culture, Convergence of National and Organizational cultures, cultural intelligence, change agents, Catalyst for organizational transformation, Business integration, Sustainable Competitive advantage