STRATEGY IMPLEMENTATION AND PERFORMANCE OUTCOMES IN COUNTY GOVERNMENTS IN KENYA
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Abstract
Despite strategic management, County governments are still facing challenges, including; resource allocation project completion and county fund mismanagement, common in County governments. This raises concerns over the effectiveness of strategy implementation in County governments. The purpose of this study was to investigate the influence of strategy implementation on performance outcomes in County governments in Kenya. The analysis intends to utilize a cross-sectional descriptive research design. Target population comprised of 8 county governments in North Rift. The target respondents included 844 county government employees including county secretary, county council member, director, and deputy director. Stratified random sampling was used to choose a sample size of 271, inclusive. Self-administered questionnaires were used to gather primary data. Statistics, both descriptive and inferential, was used in the analysis. The data analysis for the study was done using the social sciences statistical tool. The research concluded that strategy implementation has a major role in performance of organizations.
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References
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Onyegbula et al. (2023). Impact of Strategy Implementation on the Performance of Regulatory and Supervisory Agencies in Financial Services Sector in Nigeria. Journal of Human Resource and Sustainability Studies 11(2), pp. 298-315.
Pollitt, C., (1990). Managerialism and the Public Services: The Anglo-American Experience. Basil Blackwell, Cambridge, MA.
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Savoie, D.J., (2002). What is Wrong with the new Public Management. In: Public Management: Critical Perspectives, Osborne, S.P. (Ed.). Routledge, London, pp: 263-272
Sawaneh, B. (2021). Strategic Plans Implementation and Evaluation in Public Service Organizations in the Gambia. Journal of Economics and Allied Research 6(2), pp. 69-84.
Singh, A., (2003). Questioning the new public management. Public Admin. Rev., 63: 116-119.
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.
Agha, S., Alrubaiee, L. &Jamhour, M. (2011).Effect of core competence on competitive advantage and organizational performance, International Journal of Business and management, 7(1), 192-204.
Alshaher, A. A.-F. (2013). The McKinsey 7S Model Framework for E-Learning System Readiness Assessment, International Journal of Advances in Engineering & Technology, 6(5), 1948–1966.
Amun et al. (2019). Strategic Environmental Scanning: An Approach for Crises Management. International Journal of Information Technology & Electrical Engineering 6(3), pp. 28-34.
Andrews, R., Beynon, M., & Genc, E. (2017). Strategy implementation style and public service effectiveness, efficiency and equity,Administrative Sciences, 7(1), 4-10.
Armstrong, A., (1998). A comparative analysis: New public management-the way ahead. Aust. J. Public Admin., 57: 12-24.
Boyne, G. A. (2010). Strategicplanning.In R. Ashworth, G. A. Boyneand T. Entwistle(Eds.), Public service improvement: Theories and evidence(pp. 60-77). Oxford: Oxford University Press.
Chaimankong, M.&Prasertsaku, D. (2010). Impact of Strategy Implementation on Performance of Generic Strategy: Evidence from Thailand,The South East Asian Journal Of Management, 6(45), 32-39.
Chepngeno, I., Wasike, S., & Mote, P. (2019). Strategy Implementation and Performance of Floriculture Organizations in Kenya: A Case of Winchester Farm Ltd. International Academic Journal of Human Resource and Business Administration 3(7), pp. 1-13.
Elbanna, S., Andrews, R., Pollanen, R. (2015). Strategic planning and implementation success in public service organizations: Evidence from Canada,Public Management Review, 18(3), 1017-1042.
Ferlie, E., & Ongaro, E. (2015). Strategic management in public services organizations: Concepts, schools, and contemporary issues. London: Routledge.
Gabow, O. (2019), Strategic Management Practices and Performance of Kenya Commercial Bank in Nairobi City County. Master Thesis. Submitted to Kenyatta University.
Gottschalk, R. (2015). Strategic information systems planning: the IT strategy implementation matrix,European Journal of Information Systems, 8(2) 107-118.
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.
Joyce, P., & Drumaux, A. (2014). Strategic management in public organizations: European practices and perspectives. New York: Routledge.
Karuhanga, B. N. (2015). Evaluating implementation of strategic performance management practices in universities in Uganda. Measuring Business Excellence, 19(2), 42–56.http://doi.org/10.1108/MBE-06-2014-0017
Kihara, P., Bwisa, H. &Kihoro J. (2016). Strategic Direction as an Antecedent between Strategy Implementation and Performance of Small and Medium Manufacturing Firms in Thika Sub-County, Kenya, Asian Journal of Humanities and Social Studies, 5(4), 52-55.
Mohamed et al. (2019). Impact of Strategy Implementation (Strategy, Structure, and Human Resources) on Organizational Performance within Abu Dhabi Police, UAE. TEST Engineering and Management 81, pp. 1914-1920.
Mutunga, & Wainaina. (2019). Relationship Between Strategy Implementation and Performance of Kenya Wildlife Service. International Journal of Current Aspects 3(IV), pp. 32-51.
Njagi, L.&Kombo, H.(2014).Effect of strategy implementation on performance of commercial banks in Kenya,European Journal of Business and Management, 6(2), 62-67.
Njeru, E. (2015). Strategic management practices and performance of small and medium sized enterprises in Kenya.(Unpublished MBA Project) University of Nairobi, Kenya.
Njoroge, J. K., Machuki, V. N. ,Ongeti, W. J., &Kinuu, D. (2015). The Effect of strategy Implementation on Performance of Kenya State Corporations,Prime Journal of Business Administration and Management (BAM), 5(9), 1913-1922.
Onyegbula et al. (2023). Impact of Strategy Implementation on the Performance of Regulatory and Supervisory Agencies in Financial Services Sector in Nigeria. Journal of Human Resource and Sustainability Studies 11(2), pp. 298-315.
Pollitt, C., (1990). Managerialism and the Public Services: The Anglo-American Experience. Basil Blackwell, Cambridge, MA.
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.
Rofiaty, R. (2019). The Relational Model of Entrepreneurship and Knowledge Management toward Innovation, Strategy Implementation, and Improving Islamic Boarding School Performance. Journal of Modeling in Management 14(3), pp. 662-685.
Savoie, D.J., (2002). What is Wrong with the new Public Management. In: Public Management: Critical Perspectives, Osborne, S.P. (Ed.). Routledge, London, pp: 263-272
Sawaneh, B. (2021). Strategic Plans Implementation and Evaluation in Public Service Organizations in the Gambia. Journal of Economics and Allied Research 6(2), pp. 69-84.
Singh, A., (2003). Questioning the new public management. Public Admin. Rev., 63: 116-119.
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.