Determinants of Strategic Plans Implementation in the Energy Sector. A Case of Geothermal Development Company

Abstract

This study sought to determine the determinants of strategic plan implementation at the Geothermal Development Company in Kenya. A descriptive survey research design was adopted. The 250 staff working with the GDC constituted the study population. A sample of 72 respondents was drawn from the study population using stratified random sampling technique. A set of structured questionnaires were used to collect data. Data analysis was facilitated by the Statistical Package for Social Sciences tool. Both descriptive and inferential statistics were used in the analysis. The descriptive statistics included frequencies, percentages, means, and standard deviations. Inferential statistics incorporated both correlation and regression analyses. The results of the analyses were presented in tables and were accompanied by pertinent interpretations and discussion. The study revealed that resource adequacy, organizational leadership competencies, and organizational culture were significantly correlated with strategic plan implementation (p < 0.05). However, the relationship between organizational structure and strategic plan implementation was established not to be statistically significant (p > 0.05). Moreover, it was revealed that adequacy of resources was the most important factor that affected implementation of strategic plan at the GDC. The study concluded that among the various examined factors, resource adequacy was the most important whereas organizational structure played only a very minimal role in implementation of strategic plans. To this end, the study recommended that the GDC and other entities in the energy sector ought to avail enough resources, both financial and non-financial, for the activities and/or projects outlined in their strategic plans to be implemented successfully and in accordance with set timelines.