Factors affecting successful strategy implementation in the Water Sector in Kenya

Mbaka, Rose Murugi; Mugambi, Fred

doi:10.9790/487x-16736168

Cited by 24 publications

(33 citation statements)

References 21 publications

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“…It was also revealed that 52.1% of the respondents agreed that in the water boards, there is free and open sharing of ideas and resources at work place. In line with above, Mbaka and Mugambi (2014) agree that relationship among different units/departments and different strategy levels, models applied, communication, implementing tactics, consensus, commitment, organization structure, employees and inadequate resources affects ideas sharing. Marginson (2012) agrees that strategy implementation begins from gaining the commitment of a group by way of coalitional process of decision-making, or from full coalitional contribution of implementation staff through a tough corporate culture.…”

Section: Effect Of Teamwork Culture On Strategy Implementationsupporting

confidence: 56%

Effects of Organisational Culture on Strategy Implementation in Water Boards in Kenya

Maika¹,

Wachira²

2020

theijhss

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Effects of Organisational Culture on Strategy Implementation in Water Boards in Kenya 1. Background Information Successful implementation of strategies depends on performing excellent jobs by building and strengthening competitive capabilities through motivation and reward of people in a strategy supporting manner, all which is a dictate of a well-built organization culture Smith (2011). The real value of a strategy can only be recognized through implementation. The ability to implement a strategy is more vital than the quality of the strategy itself Kiplagat (2014). According to Bell, Dean and Gottschalk (2010), strategy execution is commonly the most complicated and time-consuming part of strategic management, while strategy formulation is primarily an intellectual and creative act involving analysis and synthesis. According to Zaribaf and Bayrami (2010), the majority of large organizations had problems with strategy implementation. The literature supports the view that unlike strategy formulation, strategy implementation cannot be achieved by top management alone; it requires the collaboration of everyone inside the organization and, on many occasions, parties outside the organization. While formulating a strategy is normally a top-down endeavour, implementing it requires simultaneous top-down, bottom-up, and across efforts (Zaribaf and Bayrami, 2010). This is why the culture of organization plays a great role. Culture is so difficult to manage; it is often overlooked, yet over 30% of mergers fail because of culture incompatibility. Culture clash was blamed for the failure of the joint venture between American Corporations AOL and Time Warner. The acquisition of Compaq by Hewlett also failed due to differences in varying organizational cultures (Jacobsen, 2012). Therefore, aligning the company's strategy implementation process with its organizational culture reduces the disruptive nature of the change, but also builds support for the changes being implemented (Roll, 2014). According to Dunlop, Firth and Lurie (2013), studies consistently show that many strategies fail in the implementation phase. The root of the problem may be traced to three factors: a failure of translation, a failure of adaptation, and a failure to sustain change over the long term. A dynamic approach to strategy implementation can help overcome the limitations of the traditional administrative approach that serves as a breeding ground for these failures. Organizational culture is a collective behaviour of people who are part of an organization and it is formed by the

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Section: Effect Of Teamwork Culture On Strategy Implementationsupporting

confidence: 56%

Effects of Organisational Culture on Strategy Implementation in Water Boards in Kenya

Maika¹,

Wachira²

2020

theijhss

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“…These include Sessional Paper No. 10 The Government of Kenya adopted Performance Contracting (PC) in public service as a strategy for improving service delivery to Kenyans (Kobia & Mohamed, 2006), to enhance efficiency and effectiveness together with probity and integrity, and in effort to achieve the objectives and targets of Economic Recovery Strategy for Wealth and Employment Creation (ERS) [2003][2004][2005][2006][2007] and to manage performance challenges in public service. According to Kobia & Mohamed (2006) performance contracts were introduced to; Improve performance to deliver quality and timely services to the citizen, Improve productivity in order to maximize shareholders wealth, Reduce or Eliminate reliance on the exchequer, Instill a sense of accountability and transparency in service delivery and the utilization of resources, and to give autonomy to government agencies without being subjected to the bureaucracies and unnecessary procedures.…”

Section: Kenya Perspectivementioning

confidence: 99%

“…There seems to be widespread agreement in the literature regarding the nature of strategic planning, which includes strategy implementation (Mbaka & Mugambi, 2014). It includes presentations of various models showing the organizational characteristics suggested as significant factors for effective strategy implementation (Guffy, 1992).…”

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Role of Performance Planning On Strategy Implementation in Commercial State Corporations in Kenya

Muriuki¹

2017

IOSR JBM

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“…Several studies have been carried out in profit oriented institutions (Amah and Ahiauzu, 2013). Many studies have focused on leadership, structure and culture as broad areas in strategy implementation (Mbaka and Mugambi 2014;Rajasekar, 2014). The study investigated the effect of strategy implementation especially in operationalization and institutionalization of strategies on performance 2.…”

Section: Introductionmentioning

confidence: 99%

Strategy Implementation and Performance of Non Governmental Organizations in Kericho County, Kenya

Simon¹,

Ronoh²

2017

MOS

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Non-Governmental Organizations face problems related to planning, staffing, organizational change, influence of leadership on allocation of resource and competition. The study focused on strategy implementation and performance. The objectives were; to investigate the effect of resource allocation, role of staff involvement, influence of reward systems, effect of operating procedures and role of communication on performance. The study is important to Non-Governmental Organizations, board of directors, donors and government. The study used McKinsey 7s model, survey research design. The target population was 37 the organizations and 349 members of the management team. Stratified technique was used to categorize the management into Board of Governors, managing directors, managers and heads of departments/project officers. A sample size of 151 respondents was selected from the categories. Data was collected and analyzed using descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS) version 21. The analyzed data was presented in form of frequency distribution tables. The findings indicated that Strategy operationalization through resource allocation (allocation of money, adequate personnel and staff involvement to implement new strategies) and operating procedures (staff training, policies, guiding principles to ensure compliance to organization's strategy, procedures, capacity of management, strategic guidance of top management) affect performance to varying levels , Strategy institutionalization, through communication and reward system (clear goals and objectives, strategy direction, strategy clearly communicated, performance recognition system, effort based rewards and rewards system linked to new strategy affect performance differently.

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Factors affecting successful strategy implementation in the Water Sector in Kenya

Cited by 24 publications

References 21 publications

Effects of Organisational Culture on Strategy Implementation in Water Boards in Kenya

Effects of Organisational Culture on Strategy Implementation in Water Boards in Kenya

Role of Performance Planning On Strategy Implementation in Commercial State Corporations in Kenya

Strategy Implementation and Performance of Non Governmental Organizations in Kericho County, Kenya

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