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Master of Business Administration

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    Influence of Strategy Implementation On Organizational Performance of Pharmaceutical Manufacturing Companies in Nairobi City County
    (KeMU, 2024-09) MUTUNGA, AGNES WANJIRU
    Strategy implementation is an important component of organizational performance, playing a key role in achieving desired outcomes. However, the execution of strategies is often complex and fraught with challenges, which can hinder progress. Organizations formulate strategic initiatives through detailed corporate plans, yet their implementation frequently encounters distinct phases and obstacles that must be addressed to ensure success. The purpose of the study was to determine the influence of strategy implementation on the performance of pharmaceutical manufacturing companies in Nairobi County from the perspective of the drivers of strategy implementation. The specific objectives of the study were to establish: the influence of organizational structure, the influence of organizational resources, the influence of strategic communication, and the influence of strategic leadership on the performance of pharmaceutical manufacturing companies in Nairobi County. The study was anchored on three major theories; Fishbone Model, Resource Based View Theory and Transformational Leadership Theory. The study applied the descriptive research design. The unit of analysis for the study was 71 pharmaceutical manufacturing companies in Nairobi County, whereas the unit of observation was 288 managers of the pharmaceutical manufacturing companies in Nairobi County. The study utilized both the stratified sampling method and the Taro Yamane formula to come up with a representative sample size of 132 participants who were distributed among the various departments (strata). Questionnaires were the instruments for the study, where data was gathered through the physical administration of the questionnaires. Data collected was analyzed through both descriptive and inferential analysis. 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 presented in tables whereas interpretations and discussions were in narratives. Results revealed a β of .736 and a p-value of 0.001, between organizational structure and the performance of pharmaceutical manufacturing companies in Nairobi County, also, findings revealed a β of .855 and a p-value of 0.001 organizational resources and the performance of pharmaceutical manufacturing companies in Nairobi County. In addition, Findings revealed a β of .958 and a p-value of 0.001, between strategic leadership and the performance of pharmaceutical manufacturing companies in Nairobi County. Lastly, Results revealed a β of .861 and a p-value of 0.001 between strategic communication and the performance of pharmaceutical manufacturing companies in Nairobi County. The study concluded that organizational structure, organizational resources, strategic leadership and strategic communication had a positive and significant influence on the performance of pharmaceutical manufacturing companies in Nairobi County. The study recommended optimizing organizational structure by clarifying reporting lines and promoting autonomy among managers to foster rapid decision-making and adaptability, leveraging organizational resources strategically, including financial, talent, and technology resources for innovation and competitiveness, investing in strategic leadership development to ensure effective succession planning and inspiring employees to achieve organizational goals and lastly, establishing effective strategic communication channels and fostering a culture of continuous improvement strengthening teamwork, collaboration, and stakeholder engagement, ultimately driving organizational performance and success in the dynamic market environment.
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    Influence of Srategy Implementation Drivers On Performance of Five Star Hotels in Maputo Province, Mozambique
    (KeMU, 2024-09) BOANE, CELIA ANTONIO
    The factors influencing the implementation of strategy are essential for the attainment of strategic objectives. This research seeks to pinpoint the vital components that enhance performance within the hotel sector. Specifically, it examines the influence of strategy implementation drivers on the performance of five-star hotels located in Maputo Province, Mozambique, with an emphasis on identifying the key factors that contribute to improved hotel performance. The study is anchored in several theoretical frameworks, including strategic leadership theory, the resource-based view (RBV), technological innovation theory, and strategic culture theory, employing a descriptive survey research design. Data collection involved 10 hotels, with participants comprising five Chief Executive Officers, five relationship managers, five operations managers, five IT managers, and five strategic leaders. A total of 50 respondents were chosen through a simple random sampling technique, responding to both closed and open-ended questions. To validate the research, a pre-test was conducted at the Vip Grand Hotel Maputo with 12 participants. The findings were presented using descriptive statistics, frequency charts, and comprehensive explanations, while inferential statistics were assessed through multiple regression and correlation analyses. The results revealed that while other factors such as employee training, organizational culture, and technology adaptation are significant, strategic leadership has a highly significant influence on the performance of five-star hotels in Maputo. A correlation coefficient of 0.089 was identified between strategic leadership and performance, with statistical significance at a p-value of 0.05. The linear regression model indicated that the drivers of strategy implementation (including strategic leadership, organizational culture, employee training, and technology adaptation) accounted for 89.8% of the variance in hotel performance (R² = 0.898). A positive and significant relationship between the drivers of strategy implementation and the performance of five-star hotels in Maputo Province was confirmed through multiple linear regression analysis. The study concluded that effective leadership is essential for achieving customer satisfaction, profitability, market share, operational efficiency, informed decision-making, and resource management. As a result, the study therefore recommends all levels of management, from operations managers to CEOs, to prioritize the continuous enhancement of the guest experience by actively seeking feedback, providing personalized services, and upholding exceptional standards of hospitality. Customer satisfaction should be central to every strategic initiative, as it significantly influences market share, brand reputation, and profitability. It suggests also that hotels should cultivate an atmosphere that encourages creativity and innovation among their employees, empowering them to propose enhancements in processes, services, and products.
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    Influence of Strategy Implementation Practices on Organizational Performance of Charitable Non-Governmental Organizations in Nairobi County
    (KeMU, 2024-09) MOHAMED, BASHIR ABDI
    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.
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    Influence of Strategy Implementation on Performance of Sugar Milling Firms in Western Kenya
    (KeMU, 2023-01) OYULA, JOSEPH MAERO
    Implementing a strategy entails carrying out the steps outlined in a plan with the end goal(s) in mind. These ideas are developed further during the brainstorming phase, and then put into action through the execution process. Despite good strategic planning, in the last five years, the performance of the sugar companies in the country especially in the western region of Kenya remains under crisis and is not showing signs of improvement. The research aim was to establishing the Influence of Strategy Implementation on Organizational Performance of Sugar Milling Firms in Western Kenya. Precisely, the research was directed by the following research objectives: to determine the effect of external environment on the output of sugar milling firms in the western region of Kenya, to examine the influence of strategic leadership on the performance of sugar milling firms in the western region of Kenya, to determine the effect of organizational structure on the performance of sugar milling firms in the western region of Kenya and to determine the influence of strategic resource management on the performance of sugar milling firms in the western region of Kenya. The research used the theories of open systems theory to ground the independent variable of the study's environment, the theory of strategic leadership to justify the study's strategic management of leadership, the theory of chaos to justify the study's organizational structure, and the theory of resource orchestration to justify the study's strategic management of resources. Descriptive research methods were used by the investigator. The researcher decided to use a descriptive method. Three hundred executives, supervisors, and department heads at the 10 sugar mills will be surveyed for this study. This study used stratified sampling, in which 90 participants were selected at random. A copy of questionnaire was administered to the participants to gather the data. Quantitative data was coded for input and analyzed using both descriptive and inferential statistics with the use of the Statistical Package for the Social Sciences (SPSS version 25). The study findings were analyzed, summarized and presented in various descriptive statistics tools like frequencies distribution tables, percentages, custom tables, pie-charts and bar graphs to arrive at conclusions. To assess how Sugar Milling Firms in Western Kenya use strategy implementation to improve their organizations' performance, a multiple regression analysis was conducted. T-tests, F-tests, and Analysis of Variance were used to analyze the models' significance (ANOVA). Researchers discovered that the external environment significantly explained the success of sugar milling businesses in western Kenya (P=0.11<0.05). Strategic leadership was also found to be statistically important (P=0.021, <0.05) in describing the success of Kenya's sugar mills. In addition, the study discovered that organizational structure significantly (P=0.034, <0.05) influenced the success of Kenya's sugar mills. Finally, the research demonstrated that strategic resource management accurately describes the success of sugar mills in western Kenya (P=0.039, <0.05). The study concluded that the Kenyan government, specifically the Ministry of Agriculture, should control sugar imports. It was also concluded from the research that sugar mills should operate at full capacity in order to satisfy consumer demand. The research also suggests sugar corporations needs to collaborate closely with County Governments to enhance rural roads that aid in the transport of sugar-cane and agricultural inputs. According to the findings, the organization's departments should gain from having their strategies and structures more aligned, as well as having their performance contracts better aligned with their strategic goals and objectives.