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FACTORS INFLUENCING STRATEGY IMPLEMENTATION IN STATE CORPORATIONS IN KENYA

 

Anne Wanjiru Kiboi

School of Business

Nelson Mandela Metropolitan University

Corresponding Author email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it

 

Professor. S. Perks

School of Business

Nelson Mandela Metropolitan University

 

Professor. E.E Smith

School of Business

Nelson Mandela Metropolitan University

 

CITATION: Kiboi, A., W., Perks, S., Smith, E., E. (2018). FACTORS Influencing Strategy Implementation In State Corporations In Kenya. International Journal of Strategic Management. Vol. 7 (7) pp 48 – 64.

 

ABSTRACT

 

To achieve effectiveness and efficiency in strategy implementation in state corporations, change is needed. Due to the rapid changing global environment and increasing demand for service delivery, continuous change is needed. Changes have been taking place in the Kenyan state corporations since 2003 and this has been as a result of corporate strategy implementation. However it is not enough to develop a good strategy, good strategies can fail during implementation. The state corporations in Kenya, like in most countries in Sub-Saharan Africa, have been characterized by slow and bureaucratic processes that retard corporation’s performance. Kenyan state corporations are important to the economy of the country. They provide social and essential services to the Kenyan population. However their poor performance needs a relook at the factors influencing strategy implementation in state corporations in Kenya. The study sought to establish the factors influencing strategy implementation among state corporations in Kenya. A survey was conducted using a self-administered questionnaire distributed to 485 managers in state corporations in Kenya. Correlation and exploratory factor analysis, the KMO measure of sample adequacy, Bartlett’s test of sphericity, Kolmogorov-Smirnov test for normality, multi-Collinearity diagnostic and regressions were the main statistical procedures used to test the appropriateness of data, correlation and significance of the relationships hypothesized between the various independent and dependent variables. The findings revealed a fairly strong, statistical significant relationship existed between customers and strategy implementation. This shows that managers in state corporations in Kenya have identified their customers’ primary needs and keep up-to-date with changing customer needs. It was also established that a fairly strong statistically significant relationship existed between technology and strategy implementation. The managers of Kenya’s state corporations fully understand the importance of technology in strategy implementation. They have the latest IT equipment to perform tasks, and communicate with customers via the latest social media technology such as Facebook.

 

Keywords: Organizational Culture, Technology, Customers, Strategy Implementation, State Corporations in Kenya

 

 

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