Strategy Implementation and Firm Performance among Manufacturing Firms in Kenya (original) (raw)
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The effect of strategy implementation on performance of Kenya state corporations
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Strategy implementation has been established to influence organizational performance. The main objective of the study was to establish the influence of strategy implementation on performance of Kenyan State corporations. The study's population consisted of 108 Kenyan state corporations and data was collected from 98 organizations. Data was collected using structured questionnaires collated, cleaned, sorted, edited, analyzed and interpreted based on correlation and multivariate regression analysis. It was established that strategy implementation had a statistically significant influence on all the indicators of performance as used in the study. The results anchor in literature the importance of strategy implementation in influencing performance of state corporations. The study has also made its unique contribution to policy formulation and managerial practice in Kenyan state corporations.
Many organizations, ought to have strategic plans to achieve their set objectives and eventually achieve their success. In most cases, organizations do not consider the importance of strategic plans in organizations` performance. Therefore, this study is targeted to investigate the nexus between strategy implementation and industry performance in Kenya. The study also investigated the effect of organizational culture on strategic plan implementation and performance of Kenyan Industries and more specifically Meru Law Courts. Descriptive study was applied for the study and stratified sampling was also used to get sample size. The target population was 146 employees of the Kenyan judiciary and the sample size was 107 employees which were derived from the target population. Data collection technique for the study was questionnaires as they were simple and cheap to administer. Data for the study was analyzed using descriptive statistics and multiple linear regression. Multiple linear regression was used to analyze the data to determine the degree of relationship between the variables under study. The hypotheses were tested using multiple linear regression at 5% level of significance. The data for the study was then presented in form of frequency tables, charts and graphs. The study recommends that a further study should be undertaken and extended to other Counties to assess whether different findings may be reached regarding the issue under study. JEL: L60, L10
Determinants of Strategy Implementation Among Firms Operating in the Petroleum Industry in Kenya
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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 leadersh...
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The performance at Chemelil Sugar Company in Kisumu County has been unsatisfactory and thus, the study sought to examine whether strategy implementation can affect the performance. The study was underpinned on resource-based view theory. The descriptive research design was deemed relevant to the study. The target population was 60 and the key respondents incorporated the heads of departments. The sample size was 60. The study adopted the purposive sampling technique and questionnaires were used to collected the data. The analysis of the data was done using descriptive and inferential statistics. The results of the study showed that strategy implementation affect performance positively. The strategy implementation can be determined by resource allocation, stakeholders, communication and structure. The correlation analysis showed there was a strong positive relationship between performance and strategy implementation. The coefficient of determination (r2=.424) indicated that 42.4% of ...
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This study sought to explore factors which influence performance of SMEs in Namanga Town, Kajiado County. This study was guided by the following specific objectives: To analyse the effects of market access on performance of small and medium enterprises at Namanga; To assess whether transportation cost has any effects on performance of small and medium enterprise at Namanga; To survey employee capacity on the performance of Small and Medium Enterprise at Namanga; and To find out the effects of financial access on performance of small and medium enterprise at Namanga. The study was reinforced by the following theories; Theory of firm survival and performance. The focus population is on 334 SME situated in Namanga, Kajiado County. The said target population was basic to this study since it gave direct data for analyses. For the reasons of the study stratified sampling testing was utilized to choose the objective gathering. Stratified random sampling was utilized in choosing respondents...
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The influence of firm-level strategy on organizational performance in manufacturingcompanies continues to be a dominant discussion in the recent past. The paper isdetermining firm-level strategy and performance connections in of food and beveragemanufacturing companies in Kenya. The results are built on a survey of top executive’sopinion on firm-level strategy and execution in their factories. The study used crosssectional design of the sector that delivered data in a structured questionnaire. Thehypothesis was tested using simple regression analysis. The study showed thatcorporate-level strategy was statistically insignificant on financial performance.However, firm-level strategy on combined organizational performance was statisticallysignificant.
Strategic Planning and Its Impact on Performance in the Manufacturing Sector in Kenya
The International Journal of Business & Management, 2018
The dissertation aimed to identify the strategic planning dimensions that have an impact on the performance of manufacturing companies in Kenya. The dissertation also aimed to support the fact that there exists a relationship between strategic planning and manufacturing performance by evaluating the five strategic planning dimensions of planning formality, functional coverage, internal and external orientation, centralisation process and planning benefits with manufacturing performance unlike in previous studies where strategic planning was addressed as a whole. Quantitative research via a web-based survey was conducted to get responses from different manufacturing companies in Kenya to gather evidence that these five dimensions do impact on performance and evaluate their responses using different appropriate methods. The results of the study found that the five strategic planning dimensions have an impact on performance though the study could be limited due to a lacking reliable representative of the entire sector as the response rate was very low. The study was able to show that the managers are keen on the following components that have a direct impact on the decisions made by management and which stem from the five strategic planning dimensions under study. These components are; a regular monitoring of the business environment which changes regularly, the push for a participative planning process which allows the empowerment of employees and therefore prepare them for new challenges and developments within the organisation, a consistent planning process and documentation of the strategic plans which are useful for reference purposes. The limitations sited in the study necessitate a more comprehensive study of the manufacturing sector in Kenya in future to gather more reliable results. There is need for the Kenyan population to be sensitised on the need to take surveys as it's the only best and reliable means to gather information for future use. In today's business world, an organisation requires striving to remain competitive and this can be achieved through embracing new ways of doing business. The 'triple bottom line' is rapidly gaining recognition as a framework for measuring business performance. In this concept an organisation not only focuses on the single bottom line of profits but also the social and environmental aspect of doing business. In the open ended questions, managers in Kenya listed a number of indicators of performance that could be used to support this concept and its impact on manufacturing performance. The manager listed the following as indicators of measuring performance; staff training, ability to respond to changing environment, employee benefits, outcome of policies, staff and customer satisfaction, safety and morale and staff engagement. From these responses, one is able to appreciate the effort from manufacturing companies in Kenya in embracing new developments in the current business world.
International Journal of Management Studies, 2019
Most of the organization strategies are not implemented successfully; this high failure rate of strategy implementation should be investigated. Thus, the purpose of this paper was to identify barriers for effective strategy implementation in large manufacturing companies. This study employed a mixed research strategy as a framework to address the research objective, thus primary data were collected through questionnaire and interview. The study is a cross-sectional design in which primary data were collected from 304 top-level and middle-level manager respondents and twelve interviewees of twenty-five manufacturing companies. The six major obstacles to the successful strategy implementation of large manufacturing companies are; ineffective strategy communication to employees, short-range orientation dominates inadequate leadership skill of managers, human resources are not effectively developed to support strategy implementation, lack of alignment between the culture of the department and its strategy, and poor reward systems.