School of Business and Economics
Permanent URI for this collectionhttp://41.89.31.6:4000/handle/123456789/320
Welcome to School of Business and Economics collection.This collection contains Journal articles published by faculty affiliated to the school.
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Item Influence of Strategic Thinking on Strategy Implementation in Kilifi County Government(The Strategic Journal of Business & Change Management, 2022-09) Mwasambu, Polle Dismas; Mwenda, Paul; Nyamongo, Martin;The fundamental driver of strategy implementation is strategic thinking. The leader's part is vital in determining the strategy execution procedure because it is doable schedule and conclusions about the way it can be fast or hard to drive for change is critical. The focus of the research was on the influence of strategic thinking on strategy execution in Kilifi County. Path-Goal Leadership theory was used in this research. To explain the existing situation and collect data across a number of units, the research utilized a descriptive survey approach. The targeted population was 61 Kilifi County Government officers (11 members of the County Executive Committee, 22 chief officers, and 28 departmental directors). The study used census sample approach, which included all 61 respondents. A questionnaire with closed-ended questions was used to collect data for this study. To ensure the validity of the research instruments, the researcher conducted a pilot study with six Lamu County government officials. Data was examined and analyzed using a Software (SPSS) Version 24.0 through descriptive and inferential statistics. Frequencies, percentages, and cross tabulations was used for presenting the findings. The use of a regression model to determine the type of the link among research variables was included in inferential statistics. It was determined that strategic thinking provided an adequate explanation for how strategies were carried out. Findings revealed that strategic thinking was a reliable indicator of successful strategy execution. Based on the findings, the study concluded that Strategic thinking have a positive and vital effect on strategy execution in Kilifi county government. This study found that strategic thinking managers and leaders in Kilifi County Government who have the ability to develop an in-depth analysis have influenced strategic implementation in Kilifi county government. This study therefore recommended that strategic thinking managers and leaders within the county should time to time monitor and evaluate the progress of already implemented projectsItem Determinants of Strategy Implementation in the Mandera County(American Based Research Journal, 2020-09) Mohamud, Shamhad; Mbithi, Mary; Kirimi, DorothyThe main aim of the research is to establish the determinants of strategy Implementation practices of the Mandera County Government. The research was directed by The McKinsey 7-S Model. The target population included senior management staff, middle management staff, and lower management staff. Thus from the above, the target population is composed of 58 respondents. The research used the census sample technique; the data collection instrument that was used to collect data from the selected respondents will include the questionnaire. The data was organized, edited, analyzed and interpreted using descriptive statistics. The study used the computer programmer SPSS version 23 to analyze the data. The regression model is also used to analyze the data. The results were presented using frequency tables, percentages, charts and graphs. The research findings indicated that top management commitment and organizational culture influence the strategy Implementation in the Mandera County. The findings of the study also indicated that individual responsibilities on the strategy Implementation in the Mandera County. The study recommended that the study recommends that leadership needs to support the performance of the county government in order to enhance efficiency and improve performance and that management offers financial support to increase implementation of strategies which is crucial for improving performance. There is also a need for the management to be very keen on making strategic decisions necessary in improving the county government's performance. The financial budget should be allocated every year to implement various strategies that are necessary for the improvement of county government performance. There is also a need for the county government to adhere to the set out guidelines on strategy implementation necessary for the improvement of organization performance and the staff should work intensively together with the management to ensure that the staffs are motivated to realize the county governments’ strategies for improved performanceItem The Influence of Institutional Pressures on Strategy Implementation in Public Secondary Schools in Selected Counties in Kenya(Lukenya University Multidisciplinary Journal (LUMJ), 2021-09) Mutea, H. K.; Senaji, T. A.; Rintari, N. G.This study sought to investigate the influence of institutional pressures on strategy implementation in public secondary schools in the four selected counties in Kenya. The target population was all the public secondary schools in the counties of Meru, Embu, Tharaka Nithi and Isiolo. The Slovin’s formula yielded a sample size of 250 secondary schools from the target population of 672. Data was collected from the sampled schools using a closed ended questionnaire. The results indicate that schools rated themselves moderately high in strategy implementation success, (mean = 3.50, Sd = .46). Further, the schools rated the strength of the institutional pressures they experienced as moderate (mean = 3.39, Sd = .40). Spearman’s rank correlation analysis showed moderate, positive and a statistically significant relationship between institutional pressures and strategy implementation in public secondary schools in Kenya (ρ = .476, p < .001). The binary logistic regression test for the hypothesis showed that institutional pressures had a Positive and statistically significant influence on strategy implementation in public secondary schools in Kenya {(Exp (B) = 4.433, p < .001}. The study recommends that the various public secondary schools stakeholders that are the originators of institutional pressures should play their roles effectively to ensure successful strategy implementation in their schools since these pressures have a significant influence.Item Influence of Regulative Pressures on Strategy Implementation in Public Secondary Schools in Selected Counties in Kenya(Advances in Social Sciences Research Journal, 2021-09) Mutea, Harun Kaumbuthu; Senaji, Thomas Anyanje; Rintari, Nancy GacheriPreparation of strategic plans and their implementation in public secondary schools is mandatory for all schools in Kenya. However, the implementation is a challenge to the majority of the schools hence the need to investigate the factors that influence it. Being a relatively new management practice in public secondary schools, empirical studies in this area are limited. Drawing from the institutional theory, we conducted a descriptive structured self-administered questionnaire survey to determine the influence of regulative pressures on strategy implementation in public secondary schools. We further, examined the moderating effect of mimetic pressures on this relationship. We found that public secondary schools experienced moderate regulative pressures from the government to implement strategies and that through binary logistic regression model, regulative pressure significantly predicted the probability of successful strategy implementation (Wald = 13.682, df = 1, p < .001, exp (B) = 3.393). However, mimetic pressures did not significantly moderate the relation between regulative pressure and strategy implementation (Wald = .098, df = 1, p = .754 > .05, exp (B) =.737). Theoretically the study contributes to the scarce empirical literature on strategy implementation from the institutional theory perspective compared to strategy formulation. Practically, the study draws attention of stakeholders to the less investigated factors that influence strategy implementation namely: the regulative pressures. These findings have implications for government to strengthen the monitoring of public secondary schools to increase the likelihood of successful strategy implementation in public secondary schools.