Factors Influencing Strategic Plan Implementation in Non-Governmental Organizations in Nairobi County, Kenya

Abstract

A strategic business plan is a framework the institutional leadership utilizes to ensure establishment of market advantage, enhances functions efficiency, helps attract and retain clients, enable successful competition and realization of institutional goals. Upon their creation, strategies must be implemented to avoid being rendered irrelevant. This study is intended to establish features impacting strategic plan implementation within NGOs based in Kenya. The study concentrated on the degree institutional tradition impacts on strategic plan implementation, and the degree communication impacts on strategic planning. The analysis aims to contribute towards the management and supervision of non-governmental institutions across Kenya; helping them with the formulation and modeling of desirable schedules for identification and resolution of problems hindering implementation of strategic business plans. A conceptual framework has been presented to show the relationship between the variables of the study. The resultant effect is an easier path towards the realization of desired results and secures prolonged relevance in a dynamic and complex setting; positioning the institutions well for competition going forward. The analysis employed a descriptive study model and the existing NGOs in Kenya formed the study group. In attaining the appropriate sample size, the Yamane formula was used to reach a sample size of 52 non-governmental organizations from a total size of 702 non-governmental organizations. Collection of data was achieved by the use of questionnaires. Analysis of data employed qualitative and quantitative techniques where Statistical Package for Social Sciences (SPSS version 21.0) analyzed descriptive statistics like percentages and frequency. The result indicated that, collectively organization communication has the highest positive influence on strategic plan implementation, followed by organization culture, organization leadership and organization structure. Individual significance of the predictor variables was tested using t-test. The findings reveal that organization communication, organization culture, organization leadership and organization structure were individually statistically related to strategic plan implementation p-value<0.05. The study concluded that, predictors individually and collectively influence execution of strategies. The findings are expected to be of value to the management and decision makers to form a basis for improving implementation of strategies. Furthermore, studies can be done to other variables which influence implementation of strategic plans which were not considered in this study or the same variables to different populations, locations and other sectors of economy in Kenya.