Influence of Strategy Implementation Factors onPerformance of Kenya Rural Roads Authority IntroductionStrategy is a process comprising decisions and activities executed and governed by various factors toward organization objectives (Yang Li et al., 2008). Miller (2002 stated that there is 70 percent failure in organization implementation of new strategies. A parallel study has shown that strategic plans exacting 40-60 percent are not achieved as a result of poor planning and implementation (Mankins and Steele, 2005). Strategy implementation is influenced by the following factors, namely: formulation, organizational leadership, organization structure, resource allocation, organizational culture environmental uncertainty, communication, commitment, and shared understanding.Environmental uncertainty was described by Johnson & Scholes (1999) as concerned with the dynamism and complexity of the environment and its influence on strategy implementation. When the environment is dynamic, there will be a change in environmental variables involving customers, technology, demand and supply, resources, and competition. The organizational structure shows work accomplishment, specialties, and arrangement toward the organizational mission of the workforce. Organizations must develop necessary structures that can assist them in implementing organizational strategies (Lumpkin, 2003). It provides the framework that allows for strategy implementation (Stock, Greis, and Kasarda, 1999). A good relationship between strategy and structure is essential for the implementation of business strategies (Noble, 1999). A study by Gupta (1987), which examined the connectivity in strategy implementation and organizational structure, showed that decentralized structures are more effective than centralized ones. When the organizational structure is adjusted by strategy, there is a likelihood of successful strategy implementation. Tall organization structures lengthen the chain of command (Schaap, 2006).Resource allocation is the process of distributing resources to achieve the objectives of an organization (Chen, 2002). Willingness to shift resources in support of strategic change is critical to the strategy implementation process. A successful strategy implementation process should be related to available resources in order not to develop a big resource gap. Henry (2008) shows that whereas availability of resources is necessary, left alone resources cannot be useful to an organization unless there is a configuration for organizational competencies. Resources are those inputs that facilitate the functional process of an organization. According to Bozeman and Straussman (1990), resources are classified into personnel, structure, and finance.Organizational performance concerns the organization's efficient utilization of resources toward mandate realization (Ezigbo, 2011). Analysis of organizational performance considers variables such as efficiency, effectiveness,