Church Management Systems and Social Degradation in Kenya: A Mediating Effect of Organizational Culture
DOI:
https://doi.org/10.53819/81018102t2515Abstract
Church Management Systems (CMS) have emerged as critical tools in the administration of religious institutions, streamlining operations from membership tracking to financial oversight. While these systems enhance organizational efficiency, their influence extends beyond internal administration, shaping broader social and ethical dynamics within communities. This study examines the complex relationship between CMS adoption and patterns of social degradation in Kenya, with a focus on how organizational culture mediates this relationship. Churches, long regarded as moral compasses, play a vital role in shaping societal values, guiding ethical behaviour, and fostering social cohesion. In Kenya, where over 80% of the population identifies as Christian, religious institutions have a unique potential to influence social norms and promote community well-being. However, rising cases of leadership misconduct, financial mismanagement, and opaque governance have undermined this role, eroded trust and diminishing moral authority. Grounded in systems theory and informed by social capital theory and Schein’s model of organizational culture, this study employed an explanatory sequential mixed-methods design. The quantitative phase surveyed 81 churches across five denominational clusters in Nairobi, while the qualitative phase involved in-depth interviews with clergy, lay leaders, staff, and congregants, ensuring diverse perspectives on church governance and management practices. Data analysis combined descriptive and inferential statistics to identify relationships between CMS, organizational culture, and social degradation. Findings indicate a statistically significant relationship between CMS implementation and social outcomes, with organizational culture serving as a crucial mediating factor. Churches with strong ethical and participatory cultures demonstrated enhanced transparency, accountability, and community engagement, mitigating risks of social degradation. Conversely, weak or misaligned cultures undermined even well-structured CMS, contributing to moral erosion and diminished societal influence. The study concludes that strengthening CMS alone is insufficient; reforms must prioritize organizational culture, inclusive leadership, and ethical governance to restore trust, reinforce moral authority, and enhance churches’ role as agents of social renewal. By integrating efficient management systems with participatory and value-driven practices, religious institutions can better address societal challenges, promoting cohesion, ethical behaviour, and community well-being.
Key Words: Governance & Leadership Systems, Financial Systems, Ethical Standards, Strategic Planning Systems, Organizational Culture & Social Degradation
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