EFFECTS OF STRATEGIC MANAGEMENT DRIVERS ON ORGANIZATIONAL PERFORMANCE IN THE TOURISM SECTOR IN KENYA
Abstract
This study sought to establish the effects of strategic management drivers on organizational performance in the Tourism Sector in Kenya. The study objective where to establish the strategic management drivers in the Tourism industry in Kenya and to establish the effects of strategic management drivers on performance in the Tourism sector in Kenya. Every strategic management driver was recorded against the set variables while quantitative data was analyzed through the use of SPSS version 17 where frequencies of the responses were given. The coded data in the SPSS spread sheet was analyzed using descriptive statistics where frequency, percentages, mean score and standard deviation of the responses was given and then presented inform of tables and charts for easy understanding. The study established that Strategic management drivers had a significant effect on the performance of the Tourism sector in Kenya. The Tourism sector needs to have a clear strategic planning and implementation of strategies that can help improve on the performance of the sector.
Key Words: Strategic management drivers, tourism performance, Kenya
Full Text:
PDFReferences
Barney, J. B., 2006. Trustworthiness as a Source of Competitive Advantage, Strategic Management Journal.http://reputationinstitute. Pdf [Acessed on December, 2010]
Fwaya, O., Odhuno, E., Kambona, O. &Odhuon, O. (2012).Relationships between drivers and results of performance in the Kenyan Hotel Industry Journal of Hospitality Management andTourism.3(3), 46-54
Iravo, M., Ongori, J. & Munene, C. (2013).Factors affecting the performance of hotels and restaurants in Kenya.A case of Kisii County. Interdisciplinary Journal of Contemporary Research in Business.4(12), 897-928.
Jurgen R. & Tim Pietsch ( 2013), How to succeed as a tourism destination in a volatile world. Boaz & Company
Kamau, F. (2008). Strategic Planning Practices Adopted by Tour and Travel firms in Kenya. Unpublished MBA Thesis. University of Nairobi.
Kotler, P. and Gertner, J. 2002. Country as Brand, Product and Beyond: A Place Marketing and Brand Management Perspective. Brand Management, 9. (4-5), 249-261. Kotler, 2000)
Kuria, K., Wanderi, M. & Ondigi, A. (2012). Factors Influencing labour Turnover in three and Five Star-related hotels in Nairobi. Kenya. International Journal of Humanities and Social Sciences.1(20), 195-201
Kenya National Bureau of Statistics, 2014, Economic Survey Report
Kenya Institute for Public Policy Research and Analysis (KIPPRA, 2013)
Mshenga, P. & Owuor, G. (2009). Opportunities for Micro and Small Scale Businesses in the Tourism Sector: The case of the Kenya Coast. KCA Journal of Business Management.2 (2), 52-58.
Mucheru, J. (2008). Application of the balanced scorecard in performance management among commercial banks in Kenya, Unpublished MBA Project, University of Nairobi
Mibei, W.K. (2007). Competitive Strategies Adopted by Travel agencies in Kenya. Unpublished MBA Thesis. University of Nairobi.
Njihia, M., Obara, M. & Mauti, M. (2003). The Critical Success Factors and Challenges in E- Procurement Adoption among Large Scale Manufacturing firms in Nairobi. Kenya. European Scientific Journal. 9(13), 375-401.
Okeyo, W. (2011).Impact of company chain management practices in Five Star Hotels in Nairobi. Unpublished MBA Project. University of Nairobi
Odhuno, L., Kambona, O., Othuno, E. & Wadongo, B. (2010).Key performance indicators in the Kenyan hospitality industry. A Managerial perspective. Benchmarking .An International Journal, 17 (6), 858-875.
Oketch, R., Wadawi, K., Brester, N. & Needetea, A. (2010).The role of hotels in Consumption of Cultural Tourism in Kenya. Journal of Tourism.(8), 34-39.
Odhuno, L., Kambona, O., Othuno, E. & Wadongo, B. (2010).Key performance indicators in the Kenyan hospitality industry. A Managerial perspective. Benchmarking. An International Journal, 17 (6), 858-875.
Pearce, J.A and Robinson, J.B (2005) Strategic Management: Formulation, Implementation and Control, 3rd Edition, Richard D. Irwin
Porter. M. (1985), Competitive Advantage, Free Press, New York, NY.
Pringle, C.D. and Kroll, M.J., 1997. Why Trafalgar was won before it was fought: Lessons from resource-based theory. Academy of Management Executive, 11(4), 73-89.
Prahalad, C.K. and Hamel, G., 1990. The Core Competence of the Corporation. Harvard business review, 68(3), 79-91.
Uzel, J. (2012). The effect of strategic value-based management on the performance of organizations in Coast Province, Kenya. International Journal of Business & social Science. 3(16), 262-270.
World Economic Forum, 2013, Travel and Tourism competitive report
World Bank Report, June 2013, Kenyan Economic Update
Wadongo, B., Odhuno, E. & Kambona, O. (2010). Managerial roles and choice of performance measures in the Kenyan Five- Star hotels using a cross-sectional correlation design. Managing Leisure.15(11), 17-31.
Waudo, J. &Kamau, W. (2012). Hospitality Industry employers expectations of employees competencies In Nairobi Hotels. Journal of Hospitality Management and Tourism.3(4), 55-63.
DOI: http://dx.doi.org/10.61426/sjbcm.v1i2.61
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.