School of Business and Economics

Strategic management is centered on the alignment of strategy and environment. Savings and Credit Cooperative Societies must contend with uncertainty and competition in their external environment. Therefore, to remain relevant, they must be aware of the changes in the environment in which they work and respond to various environmental factors. This study set out to identify the strategies used by deposit-taking SACCOs in Nairobi to handle change. This was a descriptive study. The target population was 330 managers from Nairobi-based SACCOs. Using stratified random sampling, 30 percent of each group's members were selected for each sample. As a result, a sample of 99 respondents was obtained for this investigation. The investigation was conducted using primary data gathered through questionnaires. After gathering questionnaire responses, the researcher used descriptive and inferential statistics to analyze the quantitative data. Product diversification, rebranding, and member participation strategies positively and significantly affected the change management efficiency of deposit-taking SACCOs. Product diversification strategy, rebranding strategy, and member participation strategy significantly are key strategies used by Deposit-taking SACCOs in navigating through the ever-changing business environment. The study recommends that the management of deposit-taking SACCOs should strengthen their change strategies.

The study set out to examine the factors influencing implementation of strategic plans of selected Kenyan parastatals. The study specific objectives were to examine the effect of resources, top management commitment, business dynamics and communication on implementation of strategic plan of selected Kenyan parastatals. Implementation of strategic plans in parastatals involves use of resources both financial and staff in the existing business environment to remain relevant and competitive. To deal with the unprecedented level of change, sufficient preparation is necessary for successful implementation of strategic plan. Despite a lot of efforts and resources being channeled into implementation of strategic plans in parastatals face imminent failure. This implies that, implementation of strategic plan still remains a challenge for parastatals in Kenya. To implement strategic plans in parastatals, allocate sufficient human, financial and other resources such as equipment and IT support to each step of the action plan. Assigning adequate resources shows that the parastatal‟s leadership is serious about the plan and helped motivate employees to accomplish their assigned tasks. To strengthen the conceptual framework the study adopted the following theories; dynamic capability view theory, human capital theory, general systems theory and management theory. The target population was 2,238 employees at industry regulators consisting of top managers and middle level managers. The sample size was 339. A pilot study was carried out to refine the instrument. The quality and consistency of data was further assessed using Cronbach's alpha. Data analysis was through Statistical Package for Social Science (SPSS Version 23) for Windows. Descriptive analysis was done using frequency counts, percentages, means and standard deviation, regression, inferential statistics, correlation and the information generated was presented in form of graphs, charts and tables. On resources, the study findings established that independent regulatory parastatals in Kenya allocate sufficient financial resources, manpower and time to enable successful implementation of strategic plans in Kenya. On top management commitment, the study results showed that they are committed in implementation of strategic plans of independent regulatory parastatals in Kenya. On business dynamics, the study results revealed that parastatal prefer to implement strategic plans during economic boom. Frequent changes in top management in parastatals affect implementation of strategic plans. Changes in technology affects implementation of strategic plan in parastatals. On communication, the study results revealed that employees are full involved in the implementation of strategic plan of independent regulatory parastatals in Kenya. The study Pearson correlation demonstrates that there is a positive correlation between the independent variable‟s and the dependent variable implementation of strategic plan in independent regulatory parastatals in Kenya. In answering the research question as to whether resources, top management commitment, business dynamics and communication have an effect of implementation of strategic plans in independent regulatory parastatals in Kenya, the study findings established that resource affects implementation of strategic plans in independent regulatory parastatals in Kenya.

School of Business and Economics

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