Abstract-Saving

Purpose: To ascertain the sustainable strategic growth Savings and Credit Cooperative Societies and Credit Unions Industry globallyMethodology: This is a secondary research based on review of existing available literature (from books, conference reports, websites and journals) in the area of Savings and Credit Cooperatives Societies and Credit Unions in various countries globally.Findings: The study found that number of Savings and Credit Cooperative Societies/Credit Unions in Africa increased by 83.3%, while that of Asia increased by 78.0% between the periods 2007 and 2016 and the average industry growth for Africa and Asia was 33.2% and 42.3% respective. The number of Credit Union growth in Caribbean (-5.6%), Europe (-23.9%), Latin America (-4.5%), North America (-32.6%) and Oceania (-32.8%) registered number of Savings and Credit Cooperative Society/Credit Union growth decline between the periods 2007 and 2016. The global aggregate growth in the number of Savings and Credit Cooperative Society/Credit Unions between 2007 and 2016 was 46.0%.Unique contribution to theory, practice and policy: Considerations for global Savings and Credit Cooperative and Credit Union growth are evaluated on the multiple dimensions of market, region diversity, technological innovation rate, and Savings and Credit Cooperative Society/Credit Union market trends. Growth is the most frequently used corporate strategy. It means increases sales, assets, net profits and a chance to take advantage of the experience curve.

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Purpose: To establish the influence of organizational capability on effective strategy implementation among SACCOs in Kenya.Methodology: Survey research design while both quantitative and qualitative research methodologies were used in the study. The target population of the study was all 176 Deposit Taking SACCOs in Kenya. Purposive sampling was used to sample at least three employees of the SACCO which includes one top level manager one middle level manager and one low level manage. The sample size was 192 respondents. Questionnaires were uses to collect the data. Descriptive analysis, analysis of variance (ANOVA) and multiple regressions were used in analyzing the data.Results: The results of the study indicate that organization capability is a key determinant of effective strategy implementation.Unique contribution to theory, practice and policy: Every organization has a potential capability that it employs in order to achieve stable competitive advantage and productivity. As long as these capabilities and potential capacities are neither unknown nor realized, it cannot be such efficient to provide barriers for competitors while allowing the organization to surpass competitors.

Introduction: Strategy implementation entails one of the most misunderstood business concepts, while it is important for all persons at all levels of the organization to comprehend what strategy implementation is especially in the hospitality industry. Strategy is about long-term goals of the organization while its foundation is strategy orientation envision in the future of hospitality industry. The hospitality industry globally symbolizes one of the most dynamic and successful industries in the United States of America, as well as in all countries of the world. Certain countries including United States of America. Purpose: The objective of the study was to establish strategy implementation in hospitality industry with a global perspective. Methodology: The study was established through a thorough review of literature available in (journals, conference presented papers, and academic websites) in respect to strategy implementation in hospitality industry in various countries of the world. The study randomly surveyed the available research on strategy implementation in (10) countries within (3) continents of the world. Findings: Several firms in the hospitality industry have recognize strategy implementation, however, there has been some evidence on the effective strategy implementation especially in developed economies including United States and European countries. Unique contribution to theory, practice and policy: The driving force for strategy implementation is the interest to grow the industry in a competitive global environment. Strategy Implementation assist managers in the hospitality industry to achieve competitive advantage. The hospitality industry is still new yet growing very fast in other parts of the world and strategy implementation is of essence as a practice of strategic management. Strategy implementations is a concept that is still misunderstood in many organizations including those in the hospitality industry. Therefore, there is need for all people within the organization to comprehend all aspects of strategy implementation and the impact on business performance thereof.