Kenya Methodist University crestKENYA METHODIST UNIVERSITYDigital Repository
 

Masters Theses and Dissertations

Permanent URI for this communityhttp://41.89.31.6:4000/handle/123456789/6

Welcome to Masters Theses and Dissertation community

Browse

Filters

20252

Settings

Subject: search.filters.subject.Service Delivery,

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Effect of Strategic Management Processes On Service Delivery in Public Level Four Hospitals In Nairobi County, Kenya
    (KeMU, 2025-10) Wafukho, Rose Cheryl Nafula
    The Nairobi County hospitals at the public level four have remained inefficient in offering healthcare services even with the strategic management frameworks put in place. Poor resource distribution, ineffective coordination and ineffective implementation mechanisms have led to poor patient care and demoralising staff. The chronic nature of these deficiencies resulted in the need to review the impact of strategic management processes on the service delivery within the public health sector. The aim of the research was to study the impacts of the strategic management processes on service delivery in the public level four hospitals in Nairobi County in Kenya. It had particular objectives to evaluate the impact of environmental scanning, strategy formulation, strategy implementation, strategy control, and strategy communication process on service delivery. The research was based on the Contingency Theory, Resource-Based View Theory, and Stakeholder Theory. The study adopted a descriptive research study and a sample population of 1,012 employees selected in the Nairobi County at the level four of the public hospital. A representative sample of 286 respondents was selected by the stratified and simple random sampling method. The collected data were done by means of structured questionnaires and analysed by means of descriptive as well as inferential statistical methods using SPSS. Descriptive results revealed that environmental scanning, strategy formulation, strategy implementation, strategy control, and strategic communication were practiced to varying extents. Correlation analysis show that environmental scanning (r=0.739; p=0.001), strategy formulation (r=0.851; p=0.002), strategy implementation (r=−0.707; p=0.009), strategy control (r=0.893; p=0.011), and strategy communication (r=0.748; p=0.021) had significant relationships with service delivery. Regression analysis indicated that environmental scanning (β=0.793; p<0.05), strategy formulation (β=0.874; p<0.05), strategy implementation (β=−0.715; p<0.05), strategy control (β=0.872; p<0.05), and strategy communication (β=0.529; p<0.05) significantly influenced service delivery. The study recommended enhanced environmental scanning to anticipate healthcare needs, systematic strategy formulation to align objectives with patient outcomes, better coordination in implementation, robust control systems for monitoring performance, and strengthened communication processes to improve healthcare service delivery in public hospitals.
  • Thumbnail Image
    Item
    Influence of Strategic Alliances On Service Delivery Performance in Petroleum Firms in Nairobi County, Kenya
    (KeMU, 2025-09) Hassan, Nasro Abdihakim
    Petroleum firms in Kenya face increasing pressure to remain competitive, deliver quality services, and adapt to challenges such as fluctuating oil prices, regulatory constraints, and limited technological capacity. Many firms form strategic alliances to boost capacity, share resources, and improve service delivery. However, despite such partnerships, inefficiencies and limited competitive advantage persist, raising questions about their actual effectiveness. This study examined the influence of strategic alliances on service delivery performance among petroleum firms in Nairobi County, Kenya. The specific objectives were to assess the role of strategic leadership, market share expansion, resource and capability sharing, and competitive strategy. A quantitative research design was adopted, with data collected from managers of 125 petroleum service stations using semi-structured questionnaires. Ethical standards were upheld throughout the research process. Findings revealed that all four constructs of strategic alliances showed a moderate and significant relationship with service delivery performance. Further analysis demonstrated that while each construct had some level of influence, the combined effect was uneven. Competitive strategy emerged as the most impactful factor, underscoring the importance of innovation, technological adaptation, and customer-focused practices in improving service outcomes. Market share expansion demonstrated limited significance, while strategic leadership and resource sharing showed no notable effect on service delivery performance. The study concluded that strategic alliances moderately contribute to service delivery performance, but their effectiveness varies across different dimensions. It recommends that petroleum firms prioritize competitive strategy within alliances by investing in service innovation, digital platforms, and differentiated offerings. Leadership and resource-sharing initiatives should be realigned toward measurable service outcomes. Practical insights are also offered to policymakers and industry stakeholders seeking to strengthen the role of alliances in improving service delivery. Future research should consider additional organizational, technological, and environmental factors, and extend the study to other Counties for broader generalizability.