European Journals of Business Management

IMPACT OF MARKET FACTORS ON STRATEGY IMPLEMENTATION IN STATE CORPORATIONS IN KENYA

IMPACT OF MARKET FACTORS ON STRATEGY IMPLEMENTATION IN STATE CORPORATIONS IN KENYA

Anne Wanjiru Kiboi

School of Business

Nelson Mandela Metropolitan University

Corresponding Author email: This email address is being protected from spambots. You need JavaScript enabled to view it.

 

Professor. S. Perks

School of Business

Nelson Mandela Metropolitan University

 

Professor. E.E Smith

School of Business

Nelson Mandela Metropolitan University

 

CITATION: Kiboi, A., W., Perks, S., Smith, E., E. (2018). Impact of Market Factors On Strategy Implementation in State Corporations in Kenya. European Journal of Business and Management. Vol. 6 (5) pp 1 – 21.

 

ABSTRACT

To achieve effectiveness and efficiency in strategy implementation in state corporations, change is needed. Due to the rapid changing global environment and increasing demand for service delivery, continuous change is needed. Changes have been taking place in the Kenyan state corporations since 2003 and this has been as a result of corporate strategy implementation. However, it is not enough to develop a good strategy, good strategies can fail during implementation. The state corporations in Kenya, like in most countries in Sub-Saharan Africa, have been characterized by slow and bureaucratic processes that retard corporation’s performance. Employees and managers in these corporations have been perceived as not performing as they should. Kenyan state corporations are important to the economy of the country. They provide social and essential services to the Kenyan population. There was therefore a need to investigate ways to improve strategy implementation in state corporations, and the focus was on socio-cultural factors. The study sought to establish the impact of market forces on strategy implementation among state corporations in Kenya. A survey was conducted using a self-administered questionnaire distributed to 485 managers in state corporations in Kenya. Correlation and exploratory factor analysis, the KMO measure of sample adequacy, Bartlett’s test of sphericity, Kolmogorov-Smirnov test for normality, multi-Collinearity diagnostic and regressions were the main statistical procedures used to test the appropriateness of data, correlation and significance of the relationships hypothesized between the various independent and dependent variables. The findings revealed a fairly strong, statistical significant relationship existed between customers and strategy implementation. This shows that managers in state corporations in Kenya have identified their customers’ primary needs and keep up-to-date with changing customer needs. The findings also showed a fairly strong, statistical significant relationship existed between suppliers and strategy implementation. There was a perception among the managers that suppliers play a critical role by providing them with essential market information. Furthermore, labour marketshowed a fairly strong, statistically significant relationship with strategy implementation. Managers of Kenyan state corporations perceived the state corporations to be unaffected by labour market regulations. They set staff selection criteria according to labour market requirements and allowed the labour market to dictate their recruitment process.

 

Key Words: Customers, Suppliers, Competitors, Labour Market, Strategy Implementation, State Corporations in Kenya

 

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