The Influence of Strategic Implementation Practices on the Performance of NGOs in Mombasa County

Geoffrey Kipkoech Maritim *

Business Administration of Mount Kenya University, Kenya.

Robert Omundi Obuba

School of Business and Economics of Mount Kenya University, Kenya.

*Author to whom correspondence should be addressed.


Abstract

Running non-governmental organizations still has its fair share of challenges. Managerial efficiency is still wanting, its performance very low with most of them witnessing increased corruption cases. This study aimed to assess the influence of strategic implementation practices on the performance of NGOs in Mombasa County, Kenya. The study was guided by the strategic fit theory. The target population comprised 906 respondents. Data from the board members were collected using questionnaires, while interviews were conducted to collect data from presidents and treasurers. Piloting of research instruments was conducted among 10.0% of the sample size of respondents in the neighboring Mombasa County to establish validity, reliability, credibility, and dependability. Data analysis began by identifying common themes from the respondents’ descriptions of their experiences. Qualitative data was analyzed thematically along the objectives and presented in narrative forms, while quantitative data was analyzed descriptively using frequencies, percentages, mean, and standard deviation, and inferentially using ANOVA with the help of Statistical Packages for Social Science (SPSS Version 27). To enhance their strategic implementation practices, NGOs are advised to bolster collaborations with stakeholders, improve resource mobilization, assess internal and external factors, and engage employees in the planning and execution of strategies.

Keywords: Implementation, performance, strategic fit, practices


How to Cite

Maritim, Geoffrey Kipkoech, and Robert Omundi Obuba. 2024. “The Influence of Strategic Implementation Practices on the Performance of NGOs in Mombasa County”. Asian Journal of Economics, Business and Accounting 24 (7):417-29. https://doi.org/10.9734/ajeba/2024/v24i71420.

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