This study sought to examine the moderating effect of organizational culture on the relationship between community empowerment and organizational performance in the Kenya National Highways Authority, North Rift Region. This study was guided by Contingency Theory. The study adopted an explanatory research design. The target population for this study was 403 employees. The sample size of the study was 201 calculated from Yamane’s formulae. This study used stratified random sampling to select 201 respondents. The study collected primary data using questionnaires. Descriptive and inferential statistics was used to analyze data using Statistical Package for the Social Sciences (SPSS) version 25. Descriptive statistics consisted of frequency, percentage, mean and standard deviation. Inferential statistics was a correlation and hierarchical moderating linear regression. The analyzed data was presented in form of tables. Findings indicated that organizational culture significantly moderate the relationships between organizational performance and community empowerment. The study concludes that organizational culture plays a critical moderating role, strengthening the relationship between these direct determinants and organizational performance by fostering collaboration, accountability, innovation, and continuous learning, thereby amplifying their combined effect on the sustainable success of road development projects. The study recommends that KeNHA systematically strengthen community empowerment, as core drivers of organizational performance, while deliberately institutionalizing a supportive organizational culture that enhances collaboration, accountability, and inclusivity.
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