FACTORS INFLUENCING STRATEGIC PLAN IMPLEMENTATION IN NON-GOVERNMENTAL ORGANIZATIONS IN NAIROBI COUNTY, KENYA
Abstract
This study established features impacting strategic plan adoption within NGOs based in Kenya. The analysis contributed towards the management and supervision of non-governmental institutions across Kenya; helping them with the formulation and modeling of desirable schedules for identification and resolution of problems hindering implementation of strategic business plans. The resultant effect is an easier path towards the realization of desired results and secures prolonged relevance in a dynamic and complex setting; positioning the institutions well for competition going forward. The analysis employed a descriptive study model and the existing NGOs in Kenya formed the study group. In attaining the appropriate sample size, the Yamane formula was used to reach a sample size of 52 non-governmental organizations from a total size of 702 non-governmental organizations. Collection of data was achieved by the use of questionnaires. Analysis of data employed qualitative and quantitative techniques where Statistical Package for Social Sciences (SPSS version 21.0) analyzed descriptive statistics like percentages and frequency. The result indicated that collectively organization communication has the highest positive influence on strategic plan implementation, followed by organization culture, organization leadership and organization structure. Individual significance of the predictor variables was tested using t-test. The findings revealed that organization communication, organization culture, organization leadership and organization structure were individually statistically significantly related to strategic plan implementation p-value<0.05. The study concluded that, predictors individually and collectively influence execution of strategies. The findings were expected to be of value to the management and decision makers to form a basis for improving implementation of strategies. Furthermore, studies can be done to other variables which influence implementation of strategic plans but were not considered in this study or the same variables to different populations, locations and other sectors of economy in Kenya.
CITATION: Cheruiyot, S. K., Mwambia, F., & Baimwera, B. (2021). Factors influencing strategic plan implementation in non-governmental organizations in Nairobi County, Kenya. The Strategic Journal of Business & Change Management, 8 (3), 573 – 592.
Key Words: Organization Culture, Leadership, Communication, Organization Structure, Strategic Plan
Full Text:
PDFReferences
Achoki, E. M. (2010). Challenges of strategy implementation in the Ministry of State for Provincial Administration and Internal Security (Doctoral dissertation, University of Nairobi, Kenya).
Alam, M. R., Masum, A. M., Beh, L., & Hong, C. S. (2016).Critical Factors Influencing Decision to Adopt Human Resource Information System (HRIS) in Hospitals. Plos ONE, 11(8), 1-22. doi:10.1371/journal.pone.0160366
Albrechts, L. (2013). Reframing strategic spatial planning by using a coproduction perspective. Planning Theory, 12(1), 46-63.
Aosa, E. (1992). An empirical investigation of aspects of strategy formulation and implementation within large, private manufacturing companies in Kenya.
Aosa, E. (2008). An empirical investigation of aspects of strategy formulation and implementation within large, private manufacturing companies in Kenya.
Awino, Z. B. (2007). Effects of selected strategy variables on corporate performance: A survey of supply chain management in large private manufacturing firms in Kenya. Unpublished PhD Dissertation, University of Nairobi.
Barney, J. B., & Clark, D. N. (2007).Resource-based theory: Creating and sustaining competitive advantage. Oxford University Press on Demand.
Barney, J. B., &Ouchi, W. G. (1986).Organizational economics. Jossey-Bass.
Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective Organizational Engagement: Linking Motivational Antecedents, Strategic Implementation, and Firm Performance. Academy Of Management Journal, 58(1), 111-135. Doi:10.5465/Amj.2013.0227
Beer, T. W., Gilley, A., Dixon, P., & Gilley, J. W. (2008). Characteristics of leadership effectiveness: Implementing change and driving innovation in organizations. Human Resource Development Quarterly, 19(2), 153-169.
Cyert, R. M., & James, G. (1992).March. 1963. A behavioral theory of the firm, 2.
De Neufville, R., Odoni, A., Belobaba, P., & Reynolds, T. (2013).Airport systems: planning, design and management.
Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of management Review, 20(1), 65-91.
Elbanna, S., Andrews, R., & Pollanen, R. (2016). Strategic planning and implementation success in public service organizations: Evidence from Canada. Public Management Review, 18(7), 1017-1042.
Faull, N., & Fleming, P. (2005).Turning intentions into outcomes: a quick scorecard to guide implementation. Measuring Business Excellence, 9(3), 5-12.
Goethals, G., Allison, S., Kramer, R., &Messick, D. (Eds.). (2014). Conceptions of leadership: Enduring ideas and emerging insights. Springer.
Hietschold, N., Reinhardt, R., & Gurtner, S. (2014). Measuring critical success factors of TQM implementation successfully – a systematic literature review. International Journal Of Production Research, 52(21), 6254-6272. doi:10.1080/00207543.2014.918288
Hill, K. S., Gifford, B. D., Zammuto, R. F., & Goodman, E. A. (2002).The relationship between hospital unit culture and nurses' quality of work life/Practitioner application. Journal of Healthcare management, 47(1), 13.
Johnsen, Å. (2015). Strategic management thinking and practice in the public sector: A strategic planning for all seasons? Financial Accountability & Management, 31( 3), 243-268.
Johnson, G., Scholes, K., & Whittington, R. (2008).Exploring corporate strategy: Text and cases. Pearson Education.
Kerlinger, F. N. (1973). Review of research in education.
Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Koontz, H., &Weihrich, H. (2012).Essentials of Management–An International and Leadership Perspective.
Lin, J. Y. (2012). From Flying Geese To Leading Dragons: New Opportunities and Strategies for Structural Transformation in Developing Countries1. Global Policy, 3(4), 397-409.
Mugenda, O. M. & Mugenda. A. G (1999).Research methods: Quantitative and qualitative approaches. African Centre for Technology Studies.
Mugenda, O. M.&Mugenda.AG (2003).Research Methods, Qualitative and Quantitative Approaches.
Nelson, R. R., &Winter, S. G. (2002). Evolutionary theorizing in economics. The journal of economic perspectives, 16(2), 23-46.
Ogula, P. A. (2005). Research methods. Nairobi: CUEA Publications.
Ong’ayo, E. (2012). Employee perception of the influence of strategic planning on organization performance at the ministry of Foreign affairs, Kenya (Doctoral dissertation).
Orodho, J. A. (2009). Elements of education and social science research methods. Nairobi/Maseno, 126-133.
Pearce, J. A., & Robinson, R. B. (2007). Strategic Management: Implementation and Control, Boston: Richard D.
Qarashay, D.M.&Alzu'bi, F. A.(2018).The Effect of Strategic Management on the Organizational Performance Using the Balance Scorecards Approach to Measure Performance: A Case Study in the Nursing Department at Al-Khalidi Hospital and Medical Center, International Journal of Business and Management, 13(4), 260-270.
Thompson, A. A., Strickland, A. J., & Gamble, J. E. (2007).Crafting and executing strategy. The quest for competitive advantage. Concepts and cases(15th ed.).New York, NY.
Thompson, G., &Vecchio, R. P. (2009). Situational leadership theory: A test of three versions. The Leadership Quarterly, 20(5), 837-848.
Wolf, C., & Floyd, S. W. (2013). Strategic Planning Research Toward a Theory-Driven Agenda. Journal of Management, 0149206313478185.
DOI: http://dx.doi.org/10.61426/sjbcm.v8i3.2050
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.