DETERMINANTS OF STRATEGY IMPLEMENTATION AMONG FIRMS OPERATING IN THE PETROLEUM INDUSTRY IN KENYA
Abstract
In order for the study to achieve its main objective was guided by the following specific objectives; To establish the influence of leadership on strategy implementation among firms operating in the Petroleum industry in Kenya, to determine the influence of employee involvement on strategy implementation among firms operating in the Petroleum industry in Kenya, to investigate the influence of resource allocation on strategy implementation among firms operating in the Petroleum industry in Kenya and to investigate the influence of organization culture on strategy implementation among firms operating in the Petroleum industry in Kenya. The target population for the study was 10 oil companies. Analysis of data was done using the statistical package for the social sciences (SPSS). The findings indicated that the oil companies’ chain of command was flexible. As well, there was a strong feeling of togetherness to other businesses and a job structure. Results showed that the leadership in place in the oil companies had led to the realization of objectives, motivated employees and led to the implementation of strategy. It was found out that the oil companies used the available technologies in oil companies operations. This study expanded our knowledge on the effect of strategic change on the performance of oil companies. Though this study had fulfilled its aim and objectives, there were a number of areas for additional studies and empirical research, given the limitations of the research. The leadership had coefficients of estimate which was significant basing on β1 = 0.097 (p-value = 0.001 which was less than α = 0.05) thus we concluded that leadership had a positive and significant effect on firm performance. This suggested that there was up to 0.097 unit increase in firm performance for each unit increase in leadership. Resource allocation revealed that 71% of the respondents strongly agreed that organizational Resources contributed to strategy implementation in organization, while 29% agreed that organizational Resources did not contribute to strategy implementation in organization.
Keywords: Leadership, Employee Involvement, Resource Allocation, Organization Culture, Strategy Implementation
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DOI: http://dx.doi.org/10.61426/sjbcm.v4i4.594
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