Purpose
– The purpose of the study was to find out the determinants of strategy implementation by the international reproductive health (RH) non-governmental organizations (NGOs) in Kenya for attainment of MDG 5 by 2015. The objectives of the study were to analyse the effects of the determinants of strategy implementation for attainment of the Millennium Development Goal (MDG) 5 by international RH NGOs operating in Kenya. This study was guided by three specific objectives: to analyse the effect of policy regulations on strategy implementation by international RH NGOs in attainment of MDG 5; to determine the effect of management competencies on strategy implementation by international RH NGOs in attainment of MDG 5 and to explore the effect of resource allocation on strategy implementation by international RH NGOs in attainment of MDG 5 by 2015 in Kenya.
Design/methodology/approach
– A cross-sectional descriptive study design was carried out from January to March 2012 in Nairobi, Kenya. The study populations comprised of programme staff and RH technical advisors for the international RH NGOs operating in Kenya and headquartered in Nairobi. The sampling design was a census method since all the ten international RH NGOs based in Nairobi were selected. Qualitative and quantitative methods of data collection were used using both closed and open-ended questionnaires. The quantitative data were analysed using SPSS version 20 for both descriptive and inferential analysis. Qualitative data were analysed descriptively. Measures of location and variability were used for analysis and hypothesis tested using Fisher
'
s Exact test and regression analysis.
Findings
– The research findings showed that policy regulations, management competencies and the resource allocations determine successful implementation of the strategic plans. Inadequate resource allocations have a direct bearing on the implementation of the RH programmes which invariably affects the attainment of the MDG 5 by 2015. The study did not accept the null hypotheses and therefore showed that there is relationship between policy regulations, management competencies and resource allocations and the implementation of strategic management plans by international RH NGOs operating in Kenya.
Originality/value
– Although numerous studies acknowledge that strategies frequently fail not because of inadequate strategy formulation, but because of insufficient implementation, strategy implementation has received less research attention than strategy formulation. This paper addresses this gap.
Purpose: The study sought to determine the influence of ICT capability on organizational performance in commercial state corporations in Kenya
Methodology: This study adopted a census method, and used both qualitative and quantitative methods of data collection. The target population of the study was chief executive officers (policy makers), directors of human resources and deputy directors of human resources of both pure and strategic commercial state corporations in Kenya. A total of 165 questionnaires were administered to chief executive officers (policy makers), directors of human resources and deputy directors of human resources in both pure and strategic commercial state corporations in Kenya. Fifty five interviews were carried out and forty eight of the respondents were interviewed.
Result: The study found that ICT capability has a positive and significant effect on organizational performance of commercial state cooperation
A unique contribution to theory, practice, and policy: The study recommended that organizations should place more emphasis on human centered information management in order to improve the ways in which people use and share information. The study also recommended that there should be IT education services that provide training in system use to employees and offer managers training in how to plan for and manage IT investments and IT research and development services that provide the firm with research on potential future IT projects and investments that could help the firm differentiate itself in the market place.
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