In organisations, the corporate culture is influenced by internal and external factors. The internal factors include the company leadership, organisational history, employee expectations, employee incentives and evaluation programs, work characteristics, and organisational resources while the external factors include, the economic and social environment, national culture, globalisation, legislation, and the labour market characteristics (Ghinea, 2015; Hardcopf et al, 2021; Indiya et al., 2018). An evaluation of the internal factors shows evidence that the managerial and employee capabilities influence the development of a positive and productive corporate culture (Indiya et al., 2018). It therefore becomes necessary to examine the employee elements that influence the development of a positive and productive corporate culture in order to eliminate the challenges associated with the internal inefficiencies within organisations.
Tedla (2016) defines corporate culture as the system of shared values and beliefs within an organisation. Further, Tedla (2016) argues that the organisational culture is based on the cognitive processes that influence employees to think and make decisions based on the organisational values, beliefs, and assumptions that inform an organization’s way of doing business. According to Agwu (2015), employees are critical assets in an organisation hence the need to develop a culture that support their participation in the business operations, individual and organisational learning, knowledge development within an entity, and the employee’s willingness to share ideas at the workplace (Shahzad, 2016). Therefore, the argument by Agwu (2015) indicates that employees are crucial elements that are considered during the development of an organisational culture due to their significance in participation and sharing of ideas that contribute to a positive and productive corporate culture.

Organisational Culture and Internal Efficiency
Businesses continuously face increased competitive conditions triggering the need for increased organisational efficiency. With regard to organisational efficiency, Lee et al. (2017) argue that the organisational culture is a critical factor in the development of a positive and productive workplace environment. Notably, Sengottuvel and Aktharsha (2016) describe the measurement of organisational effectiveness with the organisational culture where in organisations with a culture that allows employee flexibility and adaptability to the changing market needs and levels of control, freedom, and autonomy tend to achieve organisational effectiveness. Comparing the arguments by Sengottuvel and Aktharsha (2016) and Lee et al. (2017), it is evident that efficiency within an entity depends on the ability of the company leadership to achieve the balance between the organisation’s cultural attributes and the strategic goals and objectives. Consequently, a positive and productive corporate culture is directly linked to organisational effectiveness by enabling employee flexibility, adaptability, and autonomy at the workplace (Kimata and Itakura, 2020). Therefore, it is necessary for organisations to develop strong organisational cultures in order to solve the challenges associated with employee productivity and internal inefficiencies. Zanon et al. (2020) also confirms that organisations with a deep-rooted and strong culture perform more effectively compared to entities with a weak corporate culture. Examining the concept of a strong and weak corporate culture, Meng and Berger (2019) found that a corporate culture is considered weak due to the low degree of employee involvement, participation, and commitment to the organisational values, beliefs, and practices. Therefore, the more employees agree and are committed to the shared values and practices within the organisations, the more productive the corporate culture is, and the more efficient the employees are at their work. Similarly, Tensay et al. (2020) and Meng and Merger (2019) argue that the increased involvement of organisational members in the development of workplace customs, procedures, and practices ensures the development of a robust organisational culture. As such, a strong and positive corporate culture is composed of organisational values, policies, and practices that are shared and followed by the organisational members. As a consequence, the positive corporate culture provides guidance on the organisational elements that are critical to the achievement of the strategic goals and the involvement in workplace activities that contribute to organisational efficiency.
In a workplace that has a positive culture, employees face less uncertainties with regards to their contribution to the achievement of organisational goals (Ghinea, 2015). The reduced employee uncertainties are achieved through their commitment and agreement on the company norms and practices that enhances the strategic goal alignment and achievement (Ghinea, 2015). According to Shanafelt and Noseworthy (2017), through strategic goal alignment, the organisational leadership effectively coordinates employee efforts and goals leaving no room for the introduction of divergent views within the organisation. Notably, Brenyah and Darko (2017) insist that with a positive and productive workplace culture, new organisational members are easily integrated at the workplace through the coordination of existing employees due to the non-conflicting nature of the employee and firm goals. Therefore, the alignment of an organisation’s core values and policies through the development and implementation of a positive corporate culture provides employees with a shared sense of direction and purpose, resulting in a high degree of integration, coordination, and efficiency.
Literature Gap
There is broad agreement among researchers on the positive impact of a strong and productive organisational culture on the development and achievement of internal efficiency. The review of literature indicates that a positive and productive corporate culture ensures that the employees align their individual goals to those of the organisation in order to achieve integration, coordination, and efficiency. Notably, employees form a critical part in the internal factors that influence the development of a positive workplace culture. However, the influence of employee characteristics such as their education background on corporate culture has been underdeveloped with most studies focusing on organisational characteristics such as leadership. Therefore, there is need for extensive research on the effect of employee characteristics such as education background and socio-economic upbringing and status on corporate culture.

Research Question
What is the relationship between employees’ educational background and their socio-economic status, and the development of a positive corporate culture?
Research Aim and Objectives
The research aims at examining the role of corporate culture on an organisation’s internal inefficiencies using a case study of companies in Nairobi-Kenya. The research objectives are outlined below
To determine association between organisational culture and internal efficiencies within a company
To examine the employee factors that influence the development of a positive and productive workplace culture
To evaluate the employee characteristics that contribute to an organisation’s internal inefficiencies
To provide recommendations on how companies in Nairobi-Kenya can achieve internal efficiencies through a positive and productive workplace culture