Tag Archives: Strategy Implementation

Strategic Management and Organisational Performance in Cadbury Nigeria Plc. (Published)

The study investigated the impact of strategic management on organisational performance in Cadbury Nigeria Plc. The study adopted survey research design in generating data. Primary data were obtained through structured questionnaires using a sample size of 100 for top, middle, and lower level management of the organisation using stratified sampling technique. Descriptive and regression analysis were used to test the three hypotheses that guided the study. The study reveals that there was a weak positive relationship between Strategic Management variables and organisational performance indicators varied at 28.9% with p – value (P < 0.05). The study thus concluded that though strategic management is not yet a common business practice in Cadbury Nigeria Plc., it has been identified as veritable tool for improving the competitiveness, performance levels, and structural development of Cadbury Nigeria Plc. Lagos State in particular and Nigeria in  general. The researcher recommended that organisation should incorporate strategic management principles into their programs. This will engender sound managerial know-how and boost the performance and competiveness of firms in Nigeria.

Keywords: Organisational Performance, Strategic Management, Strategy Formulation, Strategy Implementation, business expansion, strategy evaluation and control

Challenges of Strategy Implementation at Kakamega Teachers Savings and Credit Cooperative Society, Kenya (Published)

Strategy implementation is the most challenging stage of strategic management. Strategies that have been formulated have no value unless they are effectively translated into action. During the implementation process challenges may arise both from the internal and external environment. When these challenges occur, organizations should come up with ways that will help them combat, mitigate or sustain the challenges in the turbulent environment. This study intended to establish the challenges of strategy implementation at Kakamega Teachers Sacco and determine the measure taken by the Sacco to cope with the challenges of strategy implementation. To achieve this, an interview guide was administered to the senior management at Kakamega Teachers Sacco who are charged with the responsibility of implementing strategy. More data was also obtained from the relevant secondary documents that were availed by the Sacco. The data was collected basing on the selected departments as reflected in the interview guide. The raw data collected was checked and examined to ensure that it was complete and comprehensive. The findings of the study revealed that the Sacco had experienced several challenges when implementing their strategic plan. They include; inadequate resources, limited access to resources, lack of IT skills and IT equipments, outdated information technology, resistance to change, unsupportive culture, poor communication and lack of a reward policy. The study also established that the measures to strategy implication include; identifying new investments with high returns, adequate collateral and more guarantors should be a requirement for loan application, updating the information technology system, acquiring new members of the staff, training members of staff in relevant fields training them, developing an appropriate reward policy and establishment of a well stipulated protocol procedure. The study recommends that Kakamega teachers Sacco should come up with a team building programme and establish a marketing department. The study recommends that further studies be undertaken on; strategy formulation and evaluation, challenges of strategy implementation in other Sacco’s and a longitudinal study on challenges of strategy implementation in the Sacco.

Keywords: (IT), Challenges of Strategy, Kakamega Teachers Sacco, Strategy Evaluation, Strategy Formulation, Strategy Implementation

Strategy implementation: Influence of HR on M-Commerce Performance in Kenya’s Commercial Banks (Published)

The overall purpose of the study was to establish the strategic role human resources play in influencing the performance of m-commerce performance in Kenya’s commercial banks. The study was based on positivism research philosophy.  A positivist approach to research is based on knowledge gained from positive verification of observable experience. The research design used was explanatory which provided the plan for answering question on the human resources in strategy implementation affect performance of M-Commerce in commercial banks in Kenya.  The actual population targeted and used was 40 commercial banks in Kenya because the banks were accessible. The units of analysis for the study comprised of five managers from different management levels and departments from each of the 40 commercial banks in Kenya. Questionnaires were used for data collection. The collected data was analyzed using inferential and descriptive statistics.The study findings were that there was no relationship between HR and m-commerce performance. The influence of HR on m-commerce performance was negative and statistically insignificant. The study findings indicated insignificant relationship between HR and m-commerce performance and this would mean that the resources in the banking industry are no longer rare, inimitable or not able to be substituted. Most of the resources are common to all banks, and therefore the study concludes HR on its own does not support m-commerce performance. The path coefficient was negative and insignificant at -0.042 level, t-value of 0.478, p-value =0.633.The study informs commercial banks in Kenya, Central Bank of Kenya, and the scholars the importance of improvement in specialized skilled staff to manage strategy implementation, motivation and staff retention strategies would be key in ensuring successful strategy implementation and retention.

Keywords: HR, Human Resources, Kenya’s Commercial Banks., Strategy Implementation, m-commerce performance

Influence of Leadership as Strategy Implementation Practice on Performance of Postal Corporation in Kakamega County, Kenya (Published)

Organizations across the world have recognized the importance of strategy formulation in improving service delivery. Good practices in strategy formulation and implementation are among the key pillars of competitive advantage and organizational sustainability. Studies indicate that most managers rightly make effort to formulate strategies, but little investment is made to implement those strategies properly. Therefore, the study explored the effects of strategy implementation practices on performance of Postal Corporation in Kakamega County (Kenya). Based on the study, this paper presents and discusses the research findings on leadership as one of the strategy implementation practices on organizational performance. The researcher anchored the study on cross sectional survey research design which emphasized on collection of data at a particular point in time rather than over a period of time. The target population of the study was one hundred and thirty two (132) top and middle-level management staff of Postal Corporation drawn from Kakamega, Lugari, Khwisero and Khayega branches. Stratified sampling method was used to sample ninety-nine (99) respondents. Structured questionnaires were then used to collect the data from the sampled managers to which only seventy-six (76) responded. The received questionnaires were sorted, classified; data was then coded and analysed by descriptive statistics (percentages, mean and standard deviation). Inferential analysis was done by multi regression analysis where the result of R square was 0.476 indicating that 47.6% of the performance could be predicted from the study variables. The study found that leadership significantly affected the performance of Postal Corporation in Kakamega County as indicated by a p value of 0.043, which was within p<0.05 level of significance. In light of the findings, the researchers recommended that a related study be conducted in a wider spectrum of both public and private institutions to determine the consistency of the results.

Keywords: Kakamega, Kenya, Leadership, Performance, Postal Corporation, Strategy Implementation

Relationship between Strategic Planning Process and Financial Performance of Professional Service SMES in Kenya: Moderating Role of Innovation Practices (Published)

This paper investigates the relationship between Strategic planning process and financial performance of professional service SMEs in Kenya.  Specifically, the study had two specific objectives of the study: first, to analyze the effect of strategic planning process on the financial performance of professional service SMEs in Kenya and secondly, to test the moderating effect of innovation practices on the relationship between strategic planning process and financial performance of professional service SMEs in Kenya. The study targeted 384 SMEs as the sample size, with data collected from managers/owners through questionnaire. SMEs were randomly selected while respondents were selected through purposive sampling.  The study findings indicated that innovation practices have a moderating effect on the relationship between strategic planning process and the financial performance of professional service SMEs in Kenya.  From the findings, it can be concluded that SMEs with strategic planning practices and innovative practices are likely to have better performance than SMEs that have adopted strategic planning process only.

Keywords: Environmental Scanning, Innovation Practices, Small Medium Enterprises, Strategic Management, Strategy Evaluation, Strategy Formulation, Strategy Implementation


Literature highlights the importance of communication in the formulation and implementation of strategies. The level of communication has been seen to positively correlate with the overall performance of organisations. Unfortunately the level of communication in SMEs in Zimbabwe has not received much research neither have studies revelled the communication processes used by SMEs. This study sought to establish the communication approaches used by these SMEs and their contribution to the overall performance of these organisations. This was a qualitative study using the multiple case study approach involving eight organisations. In depth interviews and non-participant observations were used to collect data from owner/managers. The major findings were that SMEs used informal communication channels to share information with employees particularly the grapevine to gather organisational information. This tended to create organisational disharmony with each employee striving for favours from the owner. Employees were also given information on a need to know basis and this adversely affected overall organisation performance due to inadequate or delayed information

Keywords: Performance, SMEs, Strategy Implementation, communication