Most NPOs in Kenya have not fully embraced the use of strategic plans due to the difficulties involved in development implementing of strategic plans. There are many factors that hamper implementation of strategic planning an organisation including inadequate financial resources, human resources, technological competences and organisational culture. The aim of the study was to determine the influence of organizational resources on Strategy Implementationin Non-Profit Organizations with a key focus on The Kenya Medical Research Institute Wellcome Trust Research Programme based in Kilifi County, Kenya. The specific objectives of the study were to examine influence of financial resources on strategic plan implementation, influence of human resources, and influence of technological competences on strategic plan implementation. The study was guided two theories, Resource Based View theory and Learning organisation theory. The research employed a descriptive survey research design. The study’s population was the management staff at KWTRP who were 60 according to the KWTRP (2018). Since the population was small, a census was adopted. The primary data was collected by use of self-administered semi-structured questionnaire. Data analysis was done by use of descriptive statistics such as frequencies, percentages, mean scores and standard deviation with the aid of SPSS and presented through tables, charts, graphs, frequencies and percentages. The study established that human resources, financial resources and technology competence had a positive and significant influence on the implementation of strategy at KWTRP. The study concluded that an organization’s workers important assets as they consistently contribute to an organization’s efficient functioning. That proper allocation of financial resources allows managers to put together more productive and efficient workplace teams and enables them to assess their schedules and predict the availability of resources in real time effectively and that technology competence lies in its ability to streamline interaction both internally and externally. One of the essential benefits of software expertise is its potential by promoting strategic thinking and knowledge transfer to improve the competitive advantage of an organization in the marketplace. The study recommends that the organisation incorporate top-down and bottom-up plan development on human resources in order to gain input from the lower management tier and involve workers in formulating strategies in order to significantly increase their contribution to executing a strategy. The study advises that the leadership of the institute should provide enough financial resources to execute strategies effectively. For each assignment within the plan, periodic cost estimates are important so that the use of financial resources can be made as efficiently as possible. On technology competence, the study suggests that management should seek more support for technical ways of executing strategies by having clear and articulated career paths for their staff, leave room for improvement to ensure cohesion of efforts in support of the implementation of the strategy. Similar studies should be carried out in private and public organizations since this study only focussed on non-profit organizations.

Organizational learning has been viewed by several researchers as a key concept essential for ensuring the survival and continuity of organizations in the ever-changing business environment. Research has revealed the various benefits towards enhanced performance that are accrued through the effective establishment of organizational learning. With this information as a basis, this study sought to determine the relationship between organizational learning and performance of Sarova Whitesands Resort. The general objective was to establish the organizational learning in Sarova Whitesands and its influence on performance. The specific objectives were to determine the influence of team learning, mental models, personal mastery and a shared vision on performance of Sarova Whitesands. The study was guided by organizational learning theory, human capital theory and resource based view theory. The study adopted a descriptive research design. The target population of the study was the staff of Sarova Whitesands Beach Resort and Spa. The study’s total number of respondents was 300 employees who were sampled using stratified proportionate sampling method to obtain a sample size of 171 respondents. Questionnaires were used as a data collection instrument and the data collected from the field was analysed using descriptive statistics and regression analysis. The study established that personal learning, mental models, shared vision and team learning had a positive and significant influence on organizational performance. The study concludes that personal mastery enables an employee to search for their life direction and purpose, identify their strengths and weaknesses and become responsible of their action. Mental models leads to advantages of scale in that which refers to an idea that as an organization performs more and more of the same type of work it will tend to acquire efficiencies over time and as an organization becomes more efficient at a task it often gains a competitive advantage as a result improved organizational performance. Shared vision acts as a unifying force, has a positive impact on organizational performance and provides the guidance employees need to make the right decisions and that team learning allows individual participants to work through the content at their own pace. The study recommends that the organization should help their employees to know how to deal with difficult and challenging situations, develop self-confidence and self-esteem, accept imperfection and build on one’s strength. The organization should offer different kinds of mental models to help their employees make sense of the real world and be able to understand and interpret the environment and themselves. The organization’s shared vision should offer a unified framework for the organization's success so as to encourage the top managers to collaborate and to resolve conflicts creatively arising from the organization and that the organization should establish a climate for learning in the team because taking time to establish the environment and the processes for learning is the prerequisite for rapid learning and effective team performance in the future.

Studies done by researchers around the world show women are in entrepreneurship in major towns and rural areas of Africa. Financial institutions have developed various products to boost their entrepreneurial spirit together with government support programmes with an aim to avail credit and increase the success rate of women owned businesses. The study sought to determine the influence of capital on performance of small and medium enterprises owned by women entrepreneurs. The main variables under focus included; access to capital, working capital structure, capital affordability and government finance programs. The study will fill a research gap as there is no known study to have been done in Kwale county. The theoretical framework forming the basis of the study consisted of; resource-based theory, dynamic trade off theory and access to capital theory. A comprehensive literature review was given for each variable and their relationships highlighted. The study adopted a descriptive research design, a population of 2000 and a sample of 600 SME owners. Furthermore, the study used questionnaires for data collection that were hand delivered to respondents after validity and reliability through pilot testing techniques. Data collected was coded, sorted and analyzed by use of simple regression model with the help of Statistical Package for Social Sciences application. The study was conducted in line with ethical requirements by seeking permissions from the university and government institutions before commencement of the study. Data from 501 respondents was analysed representing 83.5% of the sample. The results indicated that access to capital, capital affordability, working capital structure and government finance programs had a positive influence on performance of women owned SMES. The study concluded that for women entrepreneurs to perform well in their business, efforts should put in place to ensure capital is made accessible, affordable while enlightening them on what alternatives sources of capital are available; whether from the government or private sector, for better working capital structure. Finally, the study recommended that studies should be conducted on influence of knowledge, skills and management styles on the performance of women owned SMES in Kwale County.

Learning organization refers to an organization that encourages its individuals to learn and consistently change its form. Organizations give both formal and casual procedures and structures for securing, sharing and utilization of information and abilities. Learning organizations come about due to pressures that are faced in the modern time organizations and vest these organizations to retain their aggressiveness in the business world. The learning organization urges organizations to move to a more interconnected mindset. Organizations ought to wind up more like networks that workers and its members can feel a responsibility towards them. The site of the investigation was at G4S Kenya Limited in Mombasa County. The specific objective was to determine the consequences of learning organization on the execution of G4S Kenya limited. The study was then guided by the following objectives; to find out the impact of systems thinking on performance of an organization, to determine how personal mastery affects the performance of an organization, to examine the influences of mental models on performance of an organization as well as to research on the impact of shared vision on performance of an organization. The study was guided by Argyris and Schön’s Theory and Systems Theory. The investigation was carried out on 150 representatives from G4S Kenya Limited. An adjusted Likert scale questionnaire separated into three (3) sections was created. A pilot study was done to fine-tune the instrument. Information gathered was reviewed on a PC by use of Statistical Package for Social Science (SPSS Version 22) for Windows. The collected data was then examined using statistical methods of frequencies and percentages, with the aid of MS Excel. Charts, tables and bar graphs were then used to present the information. The summary of the main component of the study conclusion was based upon the research objectives. The researcher deduced that a system thinking provides continuous learning opportunities in the organization; embraces creative tension as a source of energy and renewal, link individual performance with organizational performance. This is because the majority of the respondents indicated that system thinking link individual performance with organizational performance. This component scored highly on the adjusted Likert scale; a clear indication of the importance of system thinking on the performance of G4S Kenya Limited. The investigation on the influences of learning organization on the performance of G4S Kenya limited was recommended for further study since it has brought to light the effect of systems thinking, personal mastery, and mental models and shared vision on organization performance.