Journal Articles

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Influence of Strategy Implementation on Performance of Water Service Providers in the Lower-Eastern Counties of Kenya
(Academic Journal of Humanities and Social Sciences Research,, 2025-09) Miriti, Erastus Mwongera; Kihara, Peter; Miluwi, Joshua
Water scarcity continues to constrain socioeconomic development in Lower-Eastern Kenya, with water service providers struggling to address high Non-Revenue Water (NRW) levels, weak coverage expansion, and financial sustainability concerns. This study examined the influence of strategy implementation on the performance of licensed water service providers in the region. Grounded in the Resource-Based View (RBV), which emphasizes effective deployment of valuable, rare, inimitable, and non-substitutable resources for competitive advantage, the study assessed how strategic processes translate into organizational outcomes. A positivist philosophy and descriptive survey design guided the research. A stratified purposive sample of 183 respondents was drawn from a population of 758 staff across ten providers. Data were collected through structured questionnaires, pre-tested for reliability, and analyzed using SPSS Version 21. Descriptive statistics established existing practices, while regression analysis tested the hypothesized relationship. Findings revealed strong leadership engagement and organizational capacity but highlighted gaps in employee support, particularly inadequate training, motivation, and resource provision. Inferential results demonstrated a significant positive relationship between strategy implementation and performance (R = 0.526, R2 = 0.277, β = 0.491, p < 0.001). This indicates that strategy implementation explains 27.7% of performance variation, confirming that providers with robust implementation processes achieve superior efficiency, customer satisfaction, and financial outcomes. The study concludes that strategy implementation is a critical driver of performance but must be complemented by broader reforms and capacity-building initiatives. It recommends strengthening employee support systems, enhancing monitoring and evaluation mechanisms, building implementation capabilities across organizational levels, prioritizing financial sustainability, and investing in research and innovation to foster adaptive strategies for long-term water service improvement.
Influence of Organizational Structure on the Performance of Financial Services Associations in Makueni and Kitui Counties of Kenya.
(INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS), 2023-08) Kioko, Jacinta Mwende; Mbithi, Mary; Muem, Wilson
On the surface, the concept of strategy implementation may sound relatively simple, whereby a strategy is developed and put into practice. However, putting strategies into practice is far more challenging and complicated. The present study sought to determine the influence of organizational structure on the performance of FSA in Kitui and Makueni counties. The study adopted a cross-sectional survey research design, the sample for the study was 280 obtained through a stratified random sampling technique from a population of 938 possible participants. The study applied a questionnaire to gather data for the study using both physical and electronic procedures. Data was analyzed through descriptive and inferential analysis, where a simple binary logistic regression analysis was applied to test a null hypothesis. The study revealed a ? of 0.973, a Wald statistic of 21.285, df= 1, and an Exp(B) = 4.812 which was associated with a p-value of 0.001. Firms that adopted flat structures instead of tall structures increased the odds of high performance by a factor of 4.812. The study concluded that organizational structure had a positive and significant influence on the performance of the FSA in Kitui and Makueni counties. The study also recommends for adoption of a flat organizational structure to promote a structure that is a flexible and responsive organizational structure to enhance performance.
INFLUENCE OF STRATEGIC MANAGEMENT PRACTICES ON ORGANISATIONAL PERFORMANCE. A SURVEY OF COMMERCIAL BASED PARASTATALS IN NAIROBI COUNTY
(The Strategic Journal of Business & Change Management, 2021-08) Nyagaki, B. K; Munga, J.; Nzioki, S
This analysis determined the influence of strategic management practices on organizational performance, a case study of commercial based parastatals in Nairobi County, Kenya. The review would greatly contribute towards the running of commercially based parastatals in Nairobi County, Kenya. Terminations from the analysis aid them towards the formulation as well as designing of effective plans for the identification and tackling of concerns surrounding strategic management practices in order to realize established desires and ensure relevancy in a dynamic and place commercially based parastatals well towards better results going forward. This study adopted descriptive research design and targeted 129 employees of commercial based parastatals in Nairobi County, Kenya. The study was carried out through a census; a questionnaire was used in data collection. Quantitative approaches were used for data analysis whereby Statistical Package for Social Sciences (SPSS version 23.0) was used to run descriptive and inferential statistics. The result indicated that collectively environmental scanning has the highest positive influence on organization performance, followed by strategy evaluation, strategy formulation and strategy implementation. The study concluded that predictors collectively influence organization performance. The findings are expected to be of value to the management and decision makers to form a basis for improving implementation of strategies. The study recommended that during strategy formulation the commercial based parastatals should involve all stakeholders in the industry so as to create sense of ownership. Commercial based parastatals should have a well-conceived strategic vision that must be communicated to all employees. Commercial based parastatals should seek more input from the lower level managers and supervisors when formulating strategy so that the formulated plans will be effective and in line with both long and short term objectives of the organization. Furthermore, studies can be done to other variables which influence implementation of strategic plans but were not considered in this study or the same variables to different populations, locations and other sectors of economy in Kenya

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