INFLUENCE OF STRATEGY FORMULATION ON PERFORMANCE OUTCOMES IN COUNTY GOVERNMENTS IN KENYA
Abstract
Organizations, including county governments, face a myriad of challenges, making them embrace the concept of strategic management. This concept has vast contribution on the performance of organizations. Organizations require strategic leaders and the management to model the formation of strategic commitment and to shape effective and efficient strategic actions. The overall goal of this research is to investigate the relationship between strategic management practices and performance results in Kenya's North Rift County governments. Specifically, the study focuses on establishing the influence of strategy formulation towards expected results on the relationship between strategic management practices and performance outcomes in Turkana County, Kenya. The study is informed by the following theories: Upper Echelon Theory and Open System Theory. The analysis intends to utilize a cross-sectional descriptive research design. The target population of the study was 197 employees of Turkana County government, Kenya. The study was carried out through a census; questionnaires were used in data collection. Quantitative approach was used for data analysis, whereby Statistical Package for Social Sciences (SPSS Version 23.0) was used to run descriptive and inferential statistics. The study concluded that employee involvement in strategic management practices makes them motivated toward better performance. The findings offer a recommendation that leaders emphasize more on the vision, communicate it and have commitment toward achieving the vision since it positively influences the effectiveness and performance of an organization.
Key Words: Mission and Vision, Decision Making, Budget Alignment, Communication, Number of Employees, Service Delivery, Completion of Projects
CITATION: Tatoi, C. A., Kihara, P. & Maore, S. (2025) Influence of strategy formulation on performance outcomes in county governments in Kenya. The Strategic Journal of Business & Change Management, 12 (1), 85 – 93. http://dx.doi.org/10.61426/sjbcm.v12i1.3173
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DOI: http://dx.doi.org/10.61426/sjbcm.v12i1.3173
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