Strategy Implementation, Corporate Governance and Performance of Road Projects Under Kenya Rural Roads Authority in Kenya

Abstract

The performance of road projects is a critical measure of success, particularly in infrastructure development, and is influenced by factors such as strategy implementation and corporate governance practices. Despite the Kenya Rural Roads Authority (KeRRA)'s efforts to implement strategies, poor performance in road projects persists. This research seeks to explore the connection between strategy implementation, corporate governance practices, and the performance of road projects managed by KeRRA. The primary objectives are to evaluate the impact of leadership styles, technology integration, resource availability, and communication on the performance of these projects. Moreover, the research aims to determine if corporate governance plays a moderating role in the relationship between strategy implementation and project outcomes. The study is anchored on several theoretical frameworks, including Agency Theory, Resource-Based Theory, the Theory of Constraints, and Communication Theory. The study employs a mixed-methods approach. The study employs the philosophy of pragmatism under the research philosophy, utilizing a sequential explanatory design. The target population includes 140 development road projects managed by KeRRA, with a sample size of 208 respondents comprising Road Engineers from KeRRA and their Road Engineers; all hereby referred to as Strategy Implementation Officers (SIOs). The Director General at KeRRA who is the organization’s CEO as well as the Secretary to the Board of Directors is also a respondent in this study. Data for the research were collected using questionnaires and interviews, utilizing cluster sampling, stratified sampling, and purposive sampling techniques for gathering both qualitative and quantitative data. The analysis was carried out with SPSS Version 27, employing Pearson correlation and regression analysis to explore the relationships within the data. Results indicated that leadership styles and effective corporate governance practices positively correlate with project performance. While technology adoption did not show a direct statistical impact, resource availability significantly influenced project success. Communication, though linked to better project outcomes, did not present a statistically significant direct influence. The findings emphasize the need to enhance governance structures, integrate technology more effectively, optimize resource allocation, and improve communication and stakeholder engagement for better project outcomes. Future studies are recommended to explore these relationships further, especially in different infrastructural contexts. .