Influence of Strategy Implementation Practices on Organizational Performance of Charitable Non-Governmental Organizations in Nairobi County

Abstract

Strategy implementation is commonly a test for various organizations. Different organizations develop credible strategies that are not implemented as a result of different reasons. Charitable NGOs operate in complex landscapes that are hard to navigate and therefore find themselves facing different sets of uncertainties and challenges. Some are faced with logistical challenges especially when operating within conflict-prone zones or remote areas. As a result, these NGOs need well-implemented and functional strategies to enable them to serve their intended purposes. This study focused on the influence of strategy implementation practices on the performance of NGOs in Nairobi County. The specific objective was to determine the influence of resource allocation, organizational communication, strategic leadership, and stakeholders’ involvement on the performance of Charitable NGOs in Nairobi County. The study applied a descriptive research approach. The target population of the study was 1427 employees including middle-level and support staff of the 213 NGOs operating in Nairobi County. The study applied 313 participants who were sampled. Data collection methods involved physical and electronic administration of the questionnaire to gather primary data. Before actual data collection, both reliability and validity tests were done during the piloting of the instrument phase. Data gathered was analyzed through descriptive, content, and inferential analysis, and findings were presented on tables and narratives. Results revealed a β of .083 and a Sig factor of 0.249, between resource allocation and the performance of the charitable non-governmental organizations, also, findings revealed a β of .051 and a Sig factor of 0.462 between strategic leadership and the performance of the charitable non-governmental organizations. In addition, findings revealed a β of .033 and a Sig factor of 0.678, between strategic communication and the performance of the charitable non-governmental organizations. Lastly, Results revealed a β of 0.108 and a Sig factor of 0.174 between stakeholder involvement and the performance of the non-charitable non-governmental organizations. The study concluded that resource allocation, strategic leadership, strategic communication, and stakeholder involvement had a positive and significant influence on the performance of charitable NGOs in Nairobi County. The study recommends that Leaders of charitable NGOs prioritize clear and frequent communication channels to ensure that strategic objectives are effectively disseminated throughout the organization, promoting a shared understanding among all stakeholders. The study also recommends that NGOs should emphasize the critical role of strategic communication in the successful execution of strategies. The study also recommends that organizations should establish a comprehensive communication plan that ensures transparent and regular updates on the study's progress, findings, and implications. Finally, charitable NGOs should prioritize mechanisms for collecting and incorporating feedback, creating a dynamic and responsive strategic environment that ultimately contributes to improved organizational performance.