FACTORS INFLUENCING IMPLEMENTATION OF STRATEGIC PLANS IN STATE CORPORATIONS IN KENYA: A CASE STUDY OF KENYA COCONUT DEVELOPMENT AUTHORITY, MOMBASA
Abstract
This study sought to investigate the factors influencing implementation of strategic plans in state corporations in Kenya. The study adopted a survey research design. All 30 employees at KCDA participated in the study. Structured questionnaires were used to collect primary data. The researcher used both open ended and structured questionnaires. Quantitative data was analyzed with the aid of Statistical Package for Social Science version 23.0 (SPSS). From the study findings, it was concluded that organizational culture, structure, strategic leadership, and financial resources affected implementation of strategic plans in state corporations. Culturally, poor internationalization of mission and strategic content, lack of participation in making of rules and regulations, lack of operational manuals, insensitive employee development policies, and highly structured downward communication effected employees’ mobilization to executing strategic plans. It was recommended that the incoming state corporation structures take note of cultural dynamics so that an absolutely new slate of practices is enacted. The internal culture that did not support ultimate realization of objectives should be avoided by first ensuring that all employees were well inducted into their roles and space in service delivery. Further, it was the recommendation of this study that experts were involved in regular reviews of adopted organizational structures. This was so the case to avoid monotony in job design and bureaucracies which barricaded goal realization. In addition to experts, the organizations should have had internal research and development units to constantly and consistently align their strategic outlooks to structural flexibility. On leadership, it was recommended that top managers undergo executive capacity building sessions to realize that their corporate objectives are easily attained through team work and not through strict supervision and instructions. Organization leadership should be converted from a barrier to an enabler by encouraging teamwork and winning support from all the staffers concerned.
Key terms: organizational culture, corporate leadership, financial resources, strategic plans
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DOI: http://dx.doi.org/10.61426/sjbcm.v4i4.581
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