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Strategy Implementation Practices and Performance in International Non-Governmental Organizations in Kenya

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• Volume 6,Issue 5, Sept. 2019

Year:

2019

Type of Publication:

Article

Keywords:

Strategy Implementation, Organizational Performance, International Non-Governmental Organizations, Non-Governmental Organization

Authors:

• Keya, Lucas Wanyama

Journal:

IJIRES

Volume:

6

Number:

5

Pages:

622-633

Month:

September

ISSN:

2349-5219

BibTex:

@article{1602, author = "Lucas Wanyama Keya", abstract = "This study set out to establish the relationship between strategy implementation practices and performance in international non-governmental organizations (INGOs) in Kenya. The study was anchored on three theories namely: resource-based view, upper echelon perspectives, balanced scorecard, and institutional theories. The study population was sixty respondents from fifteen INGOs operating in Kenya with their head offices located in Nairobi. Respondents from the management were selected via purposive sampling and they included operations, strategy, human resource and finance officers with few non-managerial officers like project coordinators and project officers. The researcher administered a semi-structured questionnaire to collect data. Face and content validity of the instrument was assessed via pilot test. Construct validity was ensured via operationalization of terms. Cronbach’s Alpha Reliability Test measured reliability of the instrument. Analysis of quantitative data was by inferential and descriptive statistics and presented in tables and figures. Multiple regression helped to determine the relationship, type and extent of the relationship between dependent and independent variables. Qualitative data was studied by content analysis and presented by themes and narratives. One Way Analysis of Variance (ANOVA) and multiple regression analysis established that strategy implementation practices was a significant predictor of strategy implementation. This relationship was also stated by Pearson’s correlation analysis showing that strategy implementation practices had a significant positive relationship with strategy implementation. The study recommended that INGOs should strive to have valuable, rare, inimitable, and organized strategy implementation abilities to attain competitive advantage, hence, improved organizational performance. INGOs managers who are keen to boost performance ought to adopt strategy implementation practices that improve staff ability and create opportunities to use their skills in the workplace.", issn = "23495219", journal = "IJIRES", keywords = "Strategy Implementation, Organizational Performance, International Non-Governmental Organizations, Non-Governmental Organization", month = "September", number = "5", pages = "622-633", title = "{S}trategy {I}mplementation {P}ractices and {P}erformance in {I}nternational {N}on-{G}overnmental {O}rganizations in {K}enya", volume = "6", year = "2019", }

Abstract:

This study set out to establish the relationship between strategy implementation practices and performance in international non-governmental organizations (INGOs) in Kenya. The study was anchored on three theories namely: resource-based view, upper echelon perspectives, balanced scorecard, and institutional theories. The study population was sixty respondents from fifteen INGOs operating in Kenya with their head offices located in Nairobi. Respondents from the management were selected via purposive sampling and they included operations, strategy, human resource and finance officers with few non-managerial officers like project coordinators and project officers. The researcher administered a semi-structured questionnaire to collect data. Face and content validity of the instrument was assessed via pilot test. Construct validity was ensured via operationalization of terms. Cronbach’s Alpha Reliability Test measured reliability of the instrument. Analysis of quantitative data was by inferential and descriptive statistics and presented in tables and figures. Multiple regression helped to determine the relationship, type and extent of the relationship between dependent and independent variables. Qualitative data was studied by content analysis and presented by themes and narratives. One Way Analysis of Variance (ANOVA) and multiple regression analysis established that strategy implementation practices was a significant predictor of strategy implementation. This relationship was also stated by Pearson’s correlation analysis showing that strategy implementation practices had a significant positive relationship with strategy implementation. The study recommended that INGOs should strive to have valuable, rare, inimitable, and organized strategy implementation abilities to attain competitive advantage, hence, improved organizational performance. INGOs managers who are keen to boost performance ought to adopt strategy implementation practices that improve staff ability and create opportunities to use their skills in the workplace.

Full text: IJIRES_1602_FINAL.pdf Online version [Bibtex]