| dc.description.abstract | Strategy implementation is a critical process that influences an organization’s performance. However, the implementation of a strategy does not happen easily or automatically due to various internal and external challenges. The Kenya Revenue Authority has developed strategies through different corporate plans, implemented at different phases. This study sought to establish how strategy implementation affects the Kenya Revenue Authority’s performance from the perspective of the drivers of strategy implementation. The specific objectives of the study were to establish: the influence of resource allocation, the influence of strategic leadership, the influence of human capital development, and the influence of organizational structure on the performance of KRA. The study applied a descriptive research design. The unit of observation was 196 middle-level managers at KRA involved in strategy implementation. A stratified random sampling method was used in the study with the Taro Yamane formula, where 132 were sampled and the sample was distributed among the various departments (strata). Questionnaires were the instruments for the study, where data were gathered through the physical administration of the questionnaires. The study used descriptive and inferential analysis to analyze the data. Descriptive analysis was involved in the determination of mean, frequency, percentages, and standard deviation. The inferential analysis helped in hypothesis testing through regression and correlation analysis at a 0.05 significance level. Results emerging from the study were tabulated, whereas interpretations and discussions were presented in narratives. Results revealed a β of 0.094 and a p-value of 0.475 between the allocation of resources and KRA’s performance. Results revealed a β of 0.160 and a p-value of 0.176 between strategic leadership and the performance of KRA. Additionally, results revealed a β of 0.034 and a p-value of 0.828 between strategic communication and the performance of KRA. Lastly, results revealed a β of 0.052 and a p-value of 0.627 between human resource development and the performance of KRA. The study recommends a proactive allocation of sufficient staff, financial resources, and technological equipment for effective strategy implementation. The study also recommends that leaders should continue to communicate the vision and mission of the organization in a visionary manner for effective strategy implementation. Strategic leaders should also communicate their visions and inspire employees to achieve high targets that translate to better organizational performance. The study also recommends that organizations adopt a comprehensive strategic leadership approach that places a strong emphasis on human resource development. Employees should embrace change and also become more adaptable to change initiatives that are tailored to respond to market trends. Finally, KRA should prioritize mechanisms for collecting and incorporating feedback, creating a dynamic and responsive strategic environment that ultimately contributes to improved organizational performance. | en_US |
