AN ASSESSMENT OF EFFECTIVE STRATEGY IMPLEMENTATION …
Transcript of AN ASSESSMENT OF EFFECTIVE STRATEGY IMPLEMENTATION …
AN ASSESSMENT OF EFFECTIVE STRATEGY IMPLEMENTATION BY THE
UNITED NATIONS: A CASE OF UNHCR KENYA
BY
PATIENCE NDYANABANGI
UNITED STATES INTERNATIONAL UNIVERSITY –AFRICA
SPRING 2017
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AN ASSESSMENT OF EFFECTIVE STRATEGY IMPLEMENTATION BY THE
UNITED NATIONS: A CASE OF UNHCR KENYA
BY
PATIENCE NDYANABANGI
A Project Report Submitted to the Chandaria School of Business in Partial Fulfilment
of the Requirements for the Global Executive Masters of Business Administration
(GeMBA)
UNITED STATES INTERNATIONAL UNIVERSITY-AFRICA
SPRING 2017
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STUDENT’S DECLARATION
I, the undersigned, declare that this is my original work and has not been submitted to any
other college, institution or university other than United States International University.
Signed: ________________________ Date: __________________
Patience Ndyanabangi
This research report has been presented for examination with our approval as the appointed
supervisors.
Signed: ________________________ Date: __________________
Peter Kiriri, (PhD)
Signed: ________________________ Date: __________________
Dean Chandaria School of Business
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COPYRIGHT
© 2017
Patience Ndyanabangi
All rights reserved including rights of reproduction in whole or part in any form without the
prior permission of the author or United States International University or Office of the
Deputy Vice Chancellor Academic Affairs.
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ABSTRACT
The general objective of this study was to assess effective strategy execution by the United
Nations High Commissioner for Refugees (UNHCR) Kenya. The study was guided by the
following specific objectives: to determine the internal organization factors affecting
effective strategy execution in UNHCR in Kenya, to examine external organization factors
affecting effective strategy execution in UNHCR in Kenya, to assess various ways of
enhancing strategy execution in UNHCR in Kenya.
To realize this objective, a descriptive research design was adopted. The target population
constituted UNHCR employees in Kenya, from which a sample size of 206 was identified
through stratified sampling. Primary data was collected from the strategic managers using a
combination of questionnaire and structured interviews. A fact sheet was used to summarize
the data collected before it is cleaned, coded and edited for completeness and accuracy
before being analyzed using the Statistical Package for Social Scientists (SPSS) to obtain
descriptive statistics as well as inferential statistics. Data presentation was in form of figures
and tables.
The study revealed that there was a positive significant relationship between the internal
factors and strategy execution with a beta of 0.623. This finding implies that indeed the
internal factors enhance strategy execution. The study further revealed that there was a
positive significant relationship between the external factors and strategy execution with a
beta of 0.612. This finding implies that indeed the balanced scorecard enhances customer
satisfaction and loyalty.
Finally the study revealed that UNHCR can enhance strategy execution through: capacity
building of staff and partner organizations, develop a resource mobilization plan, improving
stakeholder engagement, developing sustainable competitive advantage, aligning the
organization resources to develop competence in thematic areas, developing mutual
beneficial programs within, setting up platforms for knowledge and information sharing
between NGOs and government, knowledge management among staff.
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The study concludes that there was a positive significant relationship between the internal
factors and strategy execution. The study further concludes that internal factors that affect
strategy execution in NGOs include: communication, competency of employees,
organization structure, and the leadership style. The study further concludes that external
factors that affect strategy execution in NGOs include: funding, operating environment,
government policies and legislation, competition for funding by other NGOs with similar
objectives, operational factors. The study finally concludes that UNHCR can enhance
strategy execution through: capacity building of staff and partner organizations, develop a
resource mobilization plan, improving stakeholder engagement, developing sustainable
competitive advantage, aligning the organization resources to develop competence in
thematic areas, developing mutual beneficial programs within, setting up platforms for
knowledge and information sharing between NGOs and government, knowledge
management among staff.
The study recommends the need for UNHCR to ensure that its communication channels are
open at all times so as to facilitate easy communication at all levels. The study further
recommends the need for UNHCR to recruit and select competent employees so as to ensure
they enable easy execution of strategy. The study also recommends the need for UNHCR to
ensure the organization structure is efficient enough so as to facilitate easy coordination of
activities and thus enhance the process of strategy execution. The study recommends the
need for NGOS to develop ways of managing the external operating environment so as to be
able to effectively execute organization strategies. This calls for serious engagements with
various industry players as well as the government. The study recommends the need for
NGOS to realize the best in the status quo in order to keep and expand it as well as the best
in the changes in their environment in order to adopt and expand. Similarly what is the worst
in their current situation should be changed and avoided. Therefore NGOs should invest in
developing a sustainable competitive advantage which is a time consuming and expensive
process. This will go a long way in enhancing strategy execution.
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TABLE OF CONTENTS
STUDENT’S DECLARATION ........................................................................................... iii
COPYRIGHT ........................................................................................................................ iv
ABSTRACT............................................................................................................................ v
TABLE OF CONTENTS .................................................................................................... vii
LIST OF TABLES ................................................................................................................ ix
LIST OF FIGURES ............................................................................................................... x
CHAPTER ONE .................................................................................................................. 11
1.0 INTRODUCTION ..................................................................................................... 11
1.1 Background of the Study ............................................................................................. 11
1.2 Problem Statement ....................................................................................................... 14
1.3 General Objective ........................................................................................................ 14
1.4 Specific Objectives ...................................................................................................... 14
1.5 Significance of the Study ............................................................................................. 14
1.6 Scope of the Study ....................................................................................................... 15
1.7 Definition of Terms ..................................................................................................... 16
1.8 Chapter Summary ........................................................................................................ 16
CHAPTER TWO ................................................................................................................. 17
2.0 LITERATURE REVIEW ......................................................................................... 17
2.1 Introduction .................................................................................................................. 17
2.2 Internal Factors affecting Strategy Implementation .................................................... 17
2.3 External Factors affecting Strategy Implementation ................................................... 21
2.4 Ways of Enhancing Strategy Execution ...................................................................... 25
2.5 Chapter Summary ........................................................................................................ 29
CHAPTER THREE ............................................................................................................. 30
3.0 RESEARCH METHODOLOGY ............................................................................. 30
3.1 Introduction .................................................................................................................. 30
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3.2 Research Design .......................................................................................................... 30
3.3 Population and Sampling Design................................................................................. 30
3.4 Data Collection Methods ............................................................................................. 32
3.5 Research Procedures .................................................................................................... 33
3.6 Data Analysis Methods ................................................................................................ 33
3.7 Chapter Summary ........................................................................................................ 34
CHAPTER FOUR ............................................................................................................... 35
4.0 RESULTS AND FINDINGS ..................................................................................... 35
4.1 Introduction .................................................................................................................. 35
4.2 Background Information .............................................................................................. 35
4.3 Internal Factors affecting Strategy Execution at UNCHR .......................................... 38
4.4 External Factors influencing Strategy Execution ........................................................ 42
4.5 Ways of Enhancing Strategy Execution ...................................................................... 47
4.6 Chapter Summary ........................................................................................................ 52
CHAPTER FIVE ................................................................................................................. 53
5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ........................ 53
5.1 Introduction .................................................................................................................. 53
5.2 Summary ...................................................................................................................... 53
5.3 Discussion .................................................................................................................... 54
5.4 Conclusion ................................................................................................................... 59
5.5 Recommendations ........................................................................................................ 60
REFERENCES .................................................................................................................... 62
APPENDICES ...................................................................................................................... 68
APPENDIX 1: LETTER OF INTRODUCTION.............................................................. 68
APPENDIXI1: QUESTIONNAIRE ..................................................................................... 1
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LIST OF TABLES
Table 3.1: Population Distribution ........................................................................................ 31
Table 3.2: Sample Size Distribution ...................................................................................... 32
Table 4.1: Response Rate ...................................................................................................... 35
Table 4.2: Age of the Respondents ........................................................................................ 36
Table 4.3: Type of Contract ................................................................................................... 36
Table 4.4: Level of Education ............................................................................................... 37
Table 4.5: Length of Service ................................................................................................. 37
Table 4.6: Regression Analysis for Internal and Strategy Execution .................................... 41
Table 4.7: Regression Analysis for External and Strategy Execution....……………………43
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LIST OF FIGURES
sFigure 4.1: Lack of Effective Communication .................................................................... 38
Figure 4.2:Employee Competency ........................................................................................ 38
Figure 4.3: Organization Structure ........................................................................................ 39
Figure 4.4: Ineffective Leadership ......................................................................................... 39
Figure 4.5: Employee Empowerment .................................................................................... 40
Figure 4.6: Administrative System ........................................................................................ 40
Figure 4.7: Organization Change Management System ........................................................ 41
Figure 4.8: Inclusion of Employee in Decision Making ........................................................ 41
Figure 4.9: Decline of Funding to Imlement Activities ......................................................... 42
Figure 4.10: Donor Policies and Perception of NGOs .......................................................... 43
Figure 4.11: Competition amongst NGOs with Similar Mission .......................................... 43
Figure 4.12: Unique Operating Environment for NGOs ....................................................... 44
Figure 4.13: Organization Programs ...................................................................................... 44
Figure 4.14:The Government Legislation on Donor Funding ............................................... 45
Figure 4.15: The Political Climate in Kenya ......................................................................... 45
Figure 4.16: Civil Society Movement in Kenya .................................................................... 46
Figure 4.17: Competition for Funding ................................................................................... 46
Figure 4.18: Capacity Building of Staff ................................................................................ 47
Figure 4.19: Developing a Resource Mobilization Plan ........................................................ 48
Figure 4.20: Improving Stakeholder Engagement ................................................................. 48
Figure 4.21: Developing Sustainable Competitive Advantage .............................................. 49
Figure 4.22: Aligning the Organization Resources to Develop Competence in Thematic
Areas ...................................................................................................................................... 49
Figure 4.23: Developing Mutual Beneficial Programs with Donors ..................................... 50
Figure 4.24: Setting up Platforms for Knowledge and Information Sharing ........................ 50
Figure 4.25: Knowledge Management among Staff .............................................................. 51
Figure 4.26: Enhancing Organization Learning .................................................................... 51
Figure 4.27: Promoting Knowledge Sharing ......................................................................... 52
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CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Study
Strategy formulation is believed to be very critical, given that many people perceive the
process of strategy formulation is what can lead a firm to success in today’s business
environment. What needs to be considered thoroughly however is to ensure such a strategy
is able to achieve the desired results. There is need for managers and executives to pay
careful attention to the execution of organization strategies so as to ensure that there is
little failure. This can be achieved through a number of ways which includes engaging the
people in the day-to-day decision making in the organization in the wake of an ever-
changing world (Martin, 2010).
Strategy implementation is described as that process through which an organization
implements its policies, programs as well as action plans. It is also the process which
makes it possible for the organization to effectively make use of its resources to take
advantage of opportunities in the competitive environment (Harrington, 2012). In addition,
strategy implementation is considered to be the phase in whichthe management of any
organization matches or aligns leadership, organizational culture, organizational structures,
reward systems as well as resource allocation with the chosen strategies. Strategy
implementation as well as strategy execution is an activity which is driven by the
operations of any particular organization and it therefore largely depends on the business
processes and people in that organization (Pearce & Robinson, 2007). In this regard
therefore a strategy can only be valuable if it is effectively translated into action and
desired results. Similarly very limited strategies are entirely implemented entirety in the
form in which they were formulated, this is because change is unpredictable today and
therefore this makes it difficult for organizations to implement strategies.
Strategy implementation does not happen without obstructions and it is not really possible
to foresee all the problems that are likely to come about as a result of strategy
implementation. However, management researchers have gone a long way to identify some
common obstacles to strategy implementation. These obstacles can be identified as
ineffective communication, lack of coordination, unawareness or misunderstanding of
strategy, weak organizational systems, resources, as well as organization capabilities,
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competing activities, poor reward and remuneration as well as poor management support
(Beer and Eisenstat, 2010).
The strategy literature claims that between 50% and 80% of strategy implementation
efforts fail (Ashkenas & Francis, 2000; Beer & Nohria, 2010). Bell, Dean, and Gottschalk
(2010) argues that strategy implementation is regarded as being the most complicated and
time consuming, this is because the process of strategy formulation is basically about an
intellectual and creative act which involves an analysis and synthesis. In this regard
therefore, there is need to examine how to achieve successful strategy implementation.
Cater and Pucko (2010), on their part argue that implementation of strategies was a key
driver of the emergence of strategic management in late 20th century.
Miller (2012) argued that 70 percent of organizations are not able to implement their new
strategies. While Aaltonen and Ikåvalko, (2010) established that 40 per cent of the value
anticipated in strategic plan is never realized. There continues to be new evidence the
challenges to strategy implementation that make it impossible for organizations to achieve
sustained success. Bridging the gap between strategy formulation and implementation has
since long been experienced as challenging.
Globally studies have been carried out to examine the challenges affecting effective
implementation of strategies. Shah (2012) established that the following factors affect
strategy implementation these are: strategy making process, management commitment,
effective leadership, employee commitment, rewards and incentives. Failures of strategy
implementation are inevitable when organizations fail to address those factors accordingly
during the implementation of the strategy. Similarly, Pearce and Robinson (2011) opined
that to effectively direct and control the use of firm’s resources, mechanisms such as
organizational structure, information systems, leadership styles, assignment of key
managers, budgeting, reward and control systems are very much important when it comes
to the process of implementing any organization strategy.
Locally there have been studies carried out to examine challenging factors to strategy
implementation. Adongo (2008) examined at challenges to strategy implementation in
health focused NGO’s in Nairobi. In his study, it was revealed that structural aspect posed
a challenge to strategy implementation. In a study conducted by one of the non-
governmental organizations the research analysed that although strategy formulation is a
hard task for management team, making the strategy work proved to be even more
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difficult. This is because strategy implementation is seen as more of a craft rather than a
science and its research history was described as fragmented. They established that the
superior strategies failed to produce the best performance in the event that they did not
implement their strategies well. Policy regulations, managerial competencies as well as
resource allocation were considered to be among the most critical factors that affect the
effective strategy implementation (Omondi, Ombui & Mungatu, 2013). This study
therefore sought to assess effective strategy execution by the United Nations High
Commissioner for Refugees (UNHCR) Kenya.
The office of the United Nations High Commissioner for Refugees (UNHCR) was
established on December 14, 1950 by the United Nations General Assembly. The main
mandate of the agency is to lead and co-ordinate international action when it comes to the
protection of refugees and internally displaced persons while at the same time coming up
with means and ways of resolving their problems worldwide. UNHCR strives to safeguard
the rights as well as the well-being of refugees. It also puts in place measures that ensure
that everyone can exercise the right to seek asylum as well as finding safe refuge in another
State, with the option to return home voluntarily, integrate locally or to resettle in a third
country. It also has a mandate to help stateless people.
UNHCR is also mandated to prevent and reduce statelessness while at the same time
protecting stateless persons. In support of its core activities on behalf of refugees,
UNHCR's Executive Committee and the UN General Assembly have authorized
involvement with other groups. These are former refugees who have returned home and
internally displaced people. UNHCR goes a long way in ensuring that there is a small
number of situations of forced displacement. This is achieved through ensuring that states
and other institutions to create conditions which are conducive to the protection of human
rights and the peaceful resolution of disputes. In all of its activities, the refugee agency
pays particular attention to the needs of children and seeks to promote the equal rights of
women and girls (UNHCR, 2016).
UNHCR depends on funding from governments, inter-governmental institutions,
individuals, foundations as well as corporations. UNHCR therefore makes sure that there
are activities that are carried out all across the year to raise funds for its programmes while
at the same time addressing the new emergencies whenever they occur. It is therefore of
essence for the UN refugee agency to receive generous and flexible contributions
(UNHCR, 2016).
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1.2 Problem Statement
Noble (2009) put forward an argument that unlike strategy implementation more seen to be
a craft rather than a science. He further argued that an organization can have a good
strategy which can fail to bring out superior performance in the event that they are not
successfully implemented. He also states that policy regulations, managerial competencies
and resource allocations are considered to be very crucial factors that affect the effective
strategy implementation. Omondi, Ombui, and Mungatu (2013) on their part argued that
for organizations to effectively achieve their laid out strategies, there is great need for such
organizations to effectively manage the process of strategy implementation.
Strategic implementation has been widely researched in mainly profit making firms in
Kenya (Boore, 2005; Karuri, 2006; Njoki, 2009; Obosi, 2010; Kweri, 2011). While, most
of the researches are focusing on factors affecting strategy implementation on profit
making entities few have looked at factors affecting strategy implementation of nonprofit
organizations (Muthuiya, 2004; Adongo, 2008; Wakiuru, 2011). This study thus
undertakes to fill the research gap that exists by carrying out a case study in the manner in
which organizations such as UNHCR approach these factors affecting effective strategy
implementation.
1.3 General Objective
The general objective of this study was to assess effective strategy execution by the United
Nations High Commissioner for Refugees (UNHCR) Kenya.
1.4 Specific Objectives
1.4.1. To determine the internal organization factors affecting effective strategy execution
in UNHCR in Kenya
1.4.2. To examine external organization factors affecting effective strategy execution in
UNHCR in Kenya
1.4.3. To assess various ways of enhancing strategy execution in UNHCR in Kenya
1.5 Significance of the Study
1.5.1 UNHCR
UNHCR will make use of the findings of the study especially with regards to the various
factors affecting the process of strategy execution. Stakeholders as well will benefit from
the study in that they will become aware of the factors which influence strategy execution
and will utilize the knowledge to set standards.
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1.5.2 Researchers and Academicians
The findings and recommendations of this study are important as they will contribute to
theory in strategy implementation in non-profit organizations. Scholars interested in
studies in strategy implementation in non-governmental organizations can also use the
findings of this study.
1.5.3 Policy Makers
The findings of this study will also be useful to policy-makers, and non-governmental
organizations especially those operating in Kenya. One of the policy-makers includes the
Kenya Government. The government can utilize this study to identify the status of non-
governmental organizations in Kenya. The government can then make and implement
policies towards creating an environment that will aid non-governmental organizations to
be successful in strategy implementation.
1.5.4 Other Governments
Other governments would want to understand the reasons behind the robust growth and
good financial results in the country. As the East African integration pushes onwards it
would be useful for other member states to know the challenges faced in strategy execution
in Kenya so that they can prepare their industry to well carry out businesses in Kenya.
1.6 Scope of the Study
Strategy execution is not limited to NGOs. However, the study was restrictive in scope
covering only UNHCR in Kenya. The study was done in UNHCR which has established
management structures. The respondents for the study were strategic managers or senior
managers involved in strategy execution. The scope of this study was also limited to the
execution of an existing strategy. This means that this study did not go into more detail on
the formation of the strategy to be executed. Strategy execution in turn can be studied from
different viewpoints. The study was limited to UNHCR with the target respondents being
employees at UNHCR Kenya. The collection of the data was done between August and
September 2016.The researcher is an employee in the institution where data was obtained.
There is therefore risk of bias in data collection because the researcher might not desire to
display the weaknesses of her institution. As delimitation, the researcher engaged the
services of a research assistant who are not employees of this institution. She did then train
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the assistant to ensure that accountability, accuracy, transparency and objectivity was
upheld. The study focused on the area of strategy which is indeed a very sensitive area for
any organization. This was likely to limit the information required by the researcher with
regards to the various strategies employed by the organizations under study.
1.7 Definition of Terms
1.7.1 Leadership
This includes the actions that create the basic motivation for the actors to act according to
the strategy. This includes the “soft” actions necessary so the actor knows what he is
supposed to do, is able, and is motivated to do it (Hungler and Wheelen, 2007).
1.7.2 Organization Structure
This consists of lines of authority, reporting and coordination, as well as real and perceived
career paths and decision-making authority (Hrebiniak, 2010).
1.7.3 Strategic Management
The art and science of formulating, implementing and evaluating cross-functional
decisions that enable an organization to achieve its objectives (David, 2009).
1.7.4 Strategy Execution
This is the act of implementing the strategic change in the organization that is necessary to
implement the strategic intentions (Lambert, 2009).
1.8 Chapter Summary
Chapter one dealt with the background of the problem and the purpose of the study which
was broken down to research objectives. The significance, scope and limitations of the
study were also discussed before defining the key terms in the study. Chapter two will
review literature related to the research problem and which the research intends to address.
Chapter three will present the research methodology while chapter four will be on the
results and findings as the fifth and final chapter will be on the conclusions, discussions
and recommendations.
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CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Introduction
This chapter mainly deals with a background literature review for the study based on the
factors affecting successful implementation of strategies. It captures the internal
organization factors affecting effective strategy implementation as well as the external
organization factors affecting effective strategy implementation. The chapter concludes
with a discussion on the various ways of enhancing strategy implementation.
2.2 Internal Factors affecting Strategy Implementation
Certo and Peter (2010) provide a description of the internal environmentwhere they
describe it in terms of the forces operating within the organization and who have specific
implications when it comes to the management of the organization’s performance. The
internal environment is comprised of a number of factors that include the employees of the
organization, marketing, production as well as financial components. According to Lynch
(2009) many firms face the challenge of analysing and identifying strategic advantages
based on examining its distinct combination of assets which comprise of its skills,
capabilities. There is need therefore for firms to identify what are their strengths and
weaknesses and from such analysis they can be able to know how best they can take
advantage of oppportunities so as to be able to effectivelyreduce the threats (Wheelen and
Hunger, 2010).
Aldag and Stearns (2009) argue that it is necessary for any firm to plan for their future
needs which also entails their human resource needs. They define human resources
planning as the process of analyzing the organization’s human resource needs under
fluctuating conditions and developing the activities necessary to satisfy those needs.
According to Snell (2009) the success of the organization depends lrgely on their ability to
recruit and retain skileed staff. This means therefore that human capital is the strategic
value of an employee’s skills and knowledge.
Many organizations face a challenge to recuit the right staff. In order to remain
competitive, the skills and performance of the employees need to be be developed
continually. Jones and Hill (2013) is of the opinion that that employee play a very key role
when it comes to organization performance, firm’s efficiency, cost structure as well as
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profitability. Therefore any organization that wanst to achieve meaningful success, must
come up with ways of increasing their productivity.
Apart from challenges without, NGOs face challenges within the organization. The most
common problem found in NGOs is in the governance of the organization and the internal
relationships between the staffs and the members (Mukasa, 2012). Vilain (2012) posits
there is poor career development in NGOs. Mukasa (2012) puts foward a suggestion that
employees in NGOs are paid lower than their counter-parts in the commercial private
sector. Apparently, there is an assertion that employees who work in NGOs are to be less
qualified. It needs to be considered that indeed the quality of human resources is very
important in the success of an organization. Aspects of commitment, attitude, motivation
and competence cannot be over-emphasized during staff recruitments and development.
2.2.1 Lack of Effective Communication
Communication is one other important aspect of people that has an impact to strategy
implementation. In fact it is very difficult to implement a strategy if the strategy itself is
not well understood. This is as a result of poorly communicating strategy to employees
(Beer and Eisenstat, 2010). Beer and Eisenstat avowed that a well-conceived strategy
communicated to the organization equals a well-executed strategy. In addition if the
communication channels in the organization are open, then it follows that the process of
strategy implementation will become effective.
A study by Kaplan and Norton (2008) carried out to examine strategy implementation
problems in organizations in the United States revealed that in the great majority of
surveyed companies; less than 10 percent of employees were able to understand their
organizations strategy. Other research studies have also revealed that no more than 5
percent of the employees typically understand their organization's strategy (Kaplan and
Norton, 2001). Similarly, Hrebiniak (2005) has argued that in many firms he studied,
employees most often were not aware of their organization strategy. It is clear that if all
employees cannot understand the strategy and their roles in it, successful strategy
execution is highly unlikely (Kaplan and Norton, 2008).
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2.2.2 Employee Competency
Most organizations remain guilty of ignoring employees’ competency. Bossidy and
Charan, (2012) have argued repeatedly that most organization leaders overlook this
important factor given that they have put so much consideration on the other underpinning
factors such as organization profits, increase earnings and thus company growth, dealing
with environment dynamics among other issues. This has therefore meant that little
attention is given to employee competency.
Competency can be described as the standard or quality of the outcome of the person‘s
performance. This is according to Rutherford (1995) where he asserts standard as being
the minimum acceptable level of performance. Bossidy and Charan, (2012) argue that
competence is not just knowledge and skills; it is indeed more than that. This is because
competence involves one’s ability to meet complex demands, by drawing on and
mobilizing psychosocial resources, including skills and attitudes, in a particular context.
(OECD, 2004). If any organization dreams of achieving success in its operations caution
must be taken to make sure that such an organization employs the right people for the job.
This is mainly a result of their judgments, experiences, as well as, since these aspects go a
long way in driving the organization’s performance (Bossidy and Charan, 2012). In the
event that there is lack of competencies, either on the top or in the bottom of the
organizational structure, it goes without saying that even with the best strategy such an
organization will not be effective in achieving the desired results.
Michlitsch (2010) opines that an organization which has employees who do not have the
needed competencies or qualifications to enable them properly implement an organization
strategy, they have very little room for success but will rather fail to do so. In this regard
therefore having competent employees at all levels in the organization plays a significant
role in successful strategy implementation (Michlitsch, 2010). As such, organizations need
to bring on board through hiring and maintaining only qualified and competent people. In
addition, organizations must put in place competencies programs such as training and
development so as to endeavor to bring success to the organization. In the absence of
employee competencies failure of strategy implementation occurs. This is because even
chief executive officers may not be appropriate to execute a new strategy (Wheelen and
Hunger, 2005). According to the authors, the career cycle of such executives has an
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inverted or negative relationship between their tenure and organizational financial
performance.
2.2.3 Organization Structure
The structure of any organization plays a very vital role when it comes to strategy
implementation (Heide et.al, 2012). This is because having an effective organization
structure means having success in strategy implementation. The opposite is also true,
because having a poor structure can be an implementation barrier. Drazin and Howard
(2009) argue that a proper strategy-structure alignment is a necessary precursor to the
successful implementation of new business strategies. They further argue that there is need
for organizations to constantly make adjustments to their organizational structure in line
with the changes in the competitive environment require. This therefore means that
organizations which take long in making this realignment are likely to achieve poor results
which can place them at a serious competitive disadvantage. Schaap (2010) further argued
that firms which adjust the organizational structure with respect to a perfect strategy are
likely to benefit and this will translate into successful strategy implementation.
2.2.4 Leadership
Kyarimpa (2009) advises that ineffective leadership is a challenge to the successful
strategy implementation. This is especially in developing nations where majority of the
organizations lack effective leadership. Effectively, in such organizations emphasis is
placed on shorter-term frames, strong focus on command, control and predictability, with
little emphasis being placed on employee empowerment and motivation. Mintzberg (2010),
on his part argues that leadership can influence and inspire positive change in any
organization and therefore any organization that seeks to achieve success in strategy
implementation cannot ignore the aspect of having an effective leadership team.
Leadership plays a very important role in providing direction to an organization, it means
therefore that any organization that has effective leadership at the top will most likely
move in a good direction as far as strategy implementation is concerned which therefore
aligns with Schultz, et al. (2013) who state that the advantage and moral value of a
benevolent approach to treating other employees especially the lower echelons as human
beings and respecting human dignity in all its forms, research and observations show that
well motivated employees are more productive and creative.
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2.3 External Factors affecting Strategy Implementation
The external business environment is made up of a number of factors in the wider
environment that that are not firm specific or industry related and which have a role to play
when it comes to influencing a particular organization as well as the entire population in
the day to day operations (Certo and Peter, 2015). The PESTEL framework is considered
to be very essential when it comes to the identification of the external factors that influence
the operation of the firm as well as the future trends that are likely to influence the
operations of an organization, this is well achieved though the identification of the key
drivers of change (Pearce and Robinson, 2014). Haberg and Rieple (2013) further argues
that changes in the external environment and specifically with regards to the economic as
well as political factors are likely to open up new markets, while at the same time
technological development will go a long way in brinign about alterations in the consumer
and political instability. This in the end is likely to have effects on the production costs as
well as the pricing structure. Similarly, there are legal factors which affect the operations
of an organization that include new regulations that have got to do with market
liberalization as well as government regulation of particular markets and also labor laws
among other regulations can affect the manner in which a strategy is implemented (Ansoff
and McDonnell, 1984).
Agg (2012) on his part recognizes the essential role played by NGOs, especially large
NGOs, especailly when it comes to matters policy development. This is beucase unlike in
the previous years where donor governments made use of NGOs in the implementation of
policy there is a new trend which which requires working together with recepient
governments to reduce poverty and the use of new aid instruments such as the sector wide
approach (SWAP). Such developments in the various aspects have gone a long way in
ensuring that there is mutal reliance on both the NGOs and the government, giving rise for
the need to have considerations for the external environment when implementing the
organization strategy. Therefore according to Mintzberg et al (2013) there is need for
NGOs to restrategize by marshalling and allocate their resources in line with their internal
competencies as well as limitations that may arise as a result of these changes for their
survival. He further put forward an argument that indeed an organization’s strategy
positions it within the environment and as such, it is what drives the organization to
achieve meaningful success.
22
Nottingham University’s Centre for Research in Economic Development and International
Trade (2011) carried out a study on NGOs in Uganda and established that indeed external
factors play an essential role when it comes to strategy implementation. The study pointed
out that foreign funding is crucial to the success of any strategy implementation process
and as such there is need for organization managers to pursue this channel in order to be
effective in the implementation of the organization strategy. CARE and Action Aid
International (2006) have stated clearly that there has abeen a decline in the amount of
funding from donor goverments. This is expected to continue in the short run and as such
there is need for NGOs to adopt a different approach when implementing key strategies for
the organization. If this is not taken seriously, chances are very high that service delivery,
will not be at par with other players with national plans and strategies. This is likely also to
may impact NGOs independence and identity given that the environment influences an
organization’s strategies (Johnson et al, 2008). Similarly there is need for NGOs to take
due consideration of the political and economic factors to take advantage of the
opportunties so as to effectively deal with the various threats facing the organization.
NGOs such UNHCR among others employ the strategic management process as a tool of
management. Different from profit making organizations, non-profit and NGOs are depend
largely on the donor funds in order to effectively run their programs. It means therefore
that the strategic plan is very crucial when it comes to resource mobilization (David, 2009).
In addition it is very important for NGOs to have strategic plans which reflect the
expectations of the organization while at the same time representing the interests of people.
Sporar (2013) argues that in most cases, NGOs have set out their goals and objectives in a
manner that makes one to imagine that such objectives are more or less donor-driven and
as such, they are less focussed on the potential benefits for the target group. He further
opined that in comparison to other organizations in the private sector and some public
institutions, majority of the NGOs fail to be proactive when it comes to the development of
new approaches, and this therefore means that there is need for NGOs to develop new
ways of dealing with strategy formulation and development in the wake of threats from the
external environment (Sporar, 2008).
23
2.3.1 Industry Related Factors
Thomas & Strickland (2001) regrds an industry in ters of collection of firms that offer
products and services with similar attributes, and this therefore makes such firms to
actually compete for the same buyers. Porter (1980) developed the Porter’s Five Forces
Framework for industry environment analysis which comprises the following factors:
threat of new entry; threat of substitutes, bargaining power of the buyers, bargaining power
of suppliers and competitive rivalry.
According to Johnson et al (2013) the industry related factors influence the competivienes
of an organization. This means that the factors affecting the macro-environment tends to
influence the competitive forces within the industry surrounding organization and therefore
this influences the strategy implementation process. In addition, this goes along way in
determining the attractiveness and likely success or failure of a particular industry.
Thomas & Strickland (2011) is of the opininon that in the event of firms competing against
each other it follows that the rivalry among competing sellers emerges as the strongest
competitive force in the Five-Forces Model where there is jockeying for position and
favour from the buyer. Similarly, in the event that there is competitive rivalry between
firms in an industry, sch competiton is based largely on the following factors: price,
product, product design, promotional spending and advertising, after-sales service and
support, and direct selling efforts (Hill, 2013). Johnson et al (2013) stated that competitor
balance, industry growth rate, high fixed costs, high exit barriers as well as low
differentiation are among the most essential factors that play a very big role when it comes
to ascertaining the degree of competitive rivalry in an industry or sector. This is
attributable to the fact that rivalry results in lower prices and increased costs, it is therefore
a threat to profitability (Hill, 2013).
Batti (2014) states that many NGOs depend on grants and donations from donors. These
NGOs realize that their funding sources are not able to cater for their needs and the rising
implementation costs. At the same time, an article done by the Economist (2000) accused
24
NGOs of diverting their attention to helping the needy in the community and spending
nearly 10% of their funds on marketing and fundraising as a result of the crowded relief
market. According to Aldashev & Verdier (2010), NGOs normally compete for door
funding amongst themselves. This is likely to result in work inefficiencies given that such
competition cannot favor all NGOs at the same time. According to Batti (2014), NGOs
face competition from NGOs that are directly or indirectly linked with political parties and
therefore access funds easily. In addition it has been established that the biggest undoing
for NGOs is lack of co-operation amongst themselves as well as duplication of activities in
NGOs located in the same geographical area. This therefore affects the nature and
direction of their operations while therefore affecting the strategic decisions of the NGOs.
In the long run it becomes a determing factor for successful implementation of the
organization strategy.
2.3.2 Operational Factors
Pearce and Robinson (2007) looks at the operating environment in an organization in terms
of a composition of immediate competitive situational factors that have a role to play when
it comes to organization goals, activities as well as profitability. The operating
environment components includes but not limited to the following: organization clients,
competitors, labor, suppliers as well as other global issues, which go a long way in having
relatively specific and immediate implications of managing the organizations (Certo and
Peter, 1995). It is important for NGOs to clearly understand such factors so as to
effectively come up with ways of dealing with them in the wake of strategy
implementation processes (Johnson et al, 2013).
Operational factors influence the process of strategy implementation for NGOs, especially
those that are reliant on donors. This is because, there are certain rules of engagement
between the donors and the respective NGOs when it comes to matters operations. One has
to operate according to the terms of agreement between the NGO and the donor. This
means that the strategic implementation process has to follow the antecednts of the donor
engagement with NGOs. It follows therefore that the operation factors can be crucial to the
success or failure of strategy implementation by NGOs.
25
Finally Johnson et al., (2013), affirms that the operation environment wihtin which the
NGOs operate dictates the amount of resources and skill requirement for the organization
at any particular point in time. It means therefore that NGOs operating in a particular
environment can only be limited to the requirements of that particular environment in
terms of the resource mobilization approach to be taken. In this regard therefore it goes
without saying that NGOs can be very much influenced by the operating environment
when it comes to strategy implementation.
2.4 Ways of Enhancing Strategy Execution
2.4.1 Capacity Building of Staff and Partner Organizations
Batemen and Snell (2004) put forward a suggestion about people being a very good source
of competitive advantage for any particular organization. In this regard therefore NGOs too
can become competitive if they can hire and retain competence people. This however
should not be the end game but rather they should ensure that their employees’ knowledge,
skills and abilities are not readily available to competitors. In addition, employees in NGOs
can also be a source of competitive advantage in the event that their capabilities as well as
their contributions are imitable and organized in a way that combines their talents that
fosters teamwork and cooperation. According to Black and Porter (2010) argues that
people are at the heart of any organization’s competitive advantage given that all activities
are likely to be traced to human involvement as well as capabilities. In this regard therefore
it is important that poor selections as well as placing of human resources are likely to
weaken the performance of an organization. On the other hand efforts to maximize
performance of the available human resources need to be aligned in a manner that touches
on the employment of additional human resources strategies.
Black and Porter (2010) brought into fray certain human resources strategies that can be
adopted in order to enhance organization performance and potential. These strategies
included but not limited to: early socialization and training to their roles clear job design
and enforcing a relevant performance appraisal system. They also argued that it is
important for organizations to consider formulating a reward system linked to the firm’s
strategy. This according to them is very much critical in maximizing the performance of
26
employees. In addition also, employees are likely to be motivated if they are offering
opportunities for growth and development by the organization. Hill and Jones (2013)
further argues that the productivity of employees plays an essential role when it comes to
enhancing a firm’s efficiency, cost structure as well as organization profitability.
In this regard therefore it is suggested that NGOs can further adopt the use of relevant
hiring strategies, training employees, organizing employees in self-managing teams, and
linking pay to performance as to be able to enhance the process of strategy implementation
among NGOs.
Bateman and Snell (2004) affirm that training is indeed an essential component when it
comes to employee competence. There is need therefore for NGOs to constantly ensure
their staff capacity is enhanced through training and development activities and conducting
performance appraisals for the purpose of giving feedback and motivating staff to perform
their best. Hill and Jones (2013) also argued that it is important for organizations adopt the
use of self-managing teams. Such teams can be very essential when it comes to enhancing
strategy implementation because the team members are tasked with various assignments
which go hand in hand in creating a flexible workforce that can fill in for absent colleagues
and take over their tasks if need be. He further argues that NGOs can also link pay to
performance so as to ensure that employees are remunerated on the basis of their
performance. This will motivate and retain competent people in the organization and
indeed offer the organization an opportunity to effectively implement the organization
strategy.
2.4.2 Improving Stakeholder Engagement
NGOs play a very essential role when it comes to national development efforts.
Damlamian (2016) therefore notes that in order to enhance the process of strategy
implementation there is need to have an increase in collaboration between NGOs and the
private sector in development work. In a study conducted by, Yaziji (2010), it was
established that partnerships between NGOs and private sector institutions had the
potential benefits for both of them and especially so for NGOs because it enabled them to
become effective when implementing their strategies and programs. It was further
established that NGOs can leverage resources from private companies in fulfilling their
mission while private sector players can avert costly attacks by NGOs and instead use
NGO’s strengths to gain competitive advantage. Damlamian (2012) further agreed that
27
NGOs have expertise in development. This is not tha case for companies who desire to be
socially responsible as they lack such expterise.
The need to improve interactions between NGOs and the donor community cannot be
over-empasised, this for the reason that NGOs have to put in place a mutually-beneficial
relationship with the donor community through creation of a framework that will make it
possible for these organizations to understand each others goals and objetcives. This will
go along way inn enhancing the process of strategy implementation among NGOs.
Srinivas (2015) argues that the atttraction by donors for NGOs in developing countries is
on the basis of their proximity, flexibility and accountability in working with the local
community and their ability to develop localized viable solutions that can be replicated and
scaled-up. He therefore states that majority of the donors rely on NGOs feedback
mechanism when it comes to making reports to their own constituents. This means
therefore NGOs have limited choice but to realize the importance of showing proof of the
outputs of their activities. Similarly there is need for NGOs to work on building trust to
their donors through provision of thrid-party evidence to their activities while at the same
time providing donors with ways to justify their funding to their sources. Additionally
NGOs need to put much investment in their accountability frameworks through the
establishemtn of sound governance structures, strong managerial as well staff capacities
and also auditing sytems which are very much transparent and therefore capable enough to
enhance the process of strategy implementation.
An unhealthy relatioship between NGOs and the state can be very detrimental to the
process of startegy implementation for NGOs. According to Jelink (2012), NGOs
operating in Afghanistan feel frustrated by government’s lack of trust and limited skills to
carry out their work. On the other hand, the Afghanistan goverment officials feel sidelined
and undermined and accused the NGOs for not engaging them in their activities. In a study
conducted by CARE and Action Aid International (2006), they established that
governments in Tanzania, Uganda and Malawi and are seeking to try to control and
regulate NGOs’ activities. The three countries passed laws to that will give government
control over the registration of NGOs. Nevertheless, the introduction of poverty reduction
strategies that recognizes the role of both the state and NGOs is said to suggest a more
collaborative approach in deverlopment work.
28
2.4.3 Developing a Resourcing Mobilization Strategy
A resource mobilization strategy is very important when it comes to NGOs strategy
execution process. This is mainly because grants and donations cannot be said to be
sufficient enough to meet all the needs and requirements of the NGO’s current and future
program needs and activities. In other words, lack of available funds goes a long way in
hindering the quantity and quality of work NGOs do (UNAIDs and PDA, 2001). Riddell
(2014) argues that the majority of NGOs take part in the support or implementation of
specific projects and programmes targeted for the vulnerable in the community, these
includes the poor, which means that most of their funding comes from donors and as such
there is very limited income generating activities. This means therefore that such NGOs
must come up with good strategies to be able to mobilize sufficient resources that will
make it easier to effectively implement the organization strategy (UNAIDs and PDA,
2011).
According to the UNAIDs and PDA (2011), financial security is very crucial when it
comes to the success of strategy execution among NGOs. This can be well achieved
through diversification. This means that NGOs can have a mixed portfolio of investments
instead of solely looking up to a single investment to meet current and future income
demands. In addition, NGOs can obtain funding from interested parties in form of grants as
well as donations, from beneficiaries that can be achieved via cost-recovery measures,
notwithstanding monies from unrelated parties through engagement in commercial
ventures. Srinivas (2015) further agrees that there is need for NGOs need to develop a
funding-raising strategies revolving of different funding and income for continued long-
term survival.
2.4.4 Developing Sustainable Competitive Advantage
Sustained competitive advantage is key to the survival of any organization in the world. To
this end, it is important for NGOs to focus on achieving a sustained competiive advanatge
so as to be able to effectively implement various organization strategies. Furthermore,
Johnson et al (2008) state that organizations must seek to have capabilities that are of value
to their customers. He further states that NGOs with distinctive competences are likely to
be very effective when implementing their organization startegies as compared to thos ones
that do not have such competencies.
29
Jones & Hill (2010) argue that an organization has sustained competitive advantage if it is
able to maintain above-average profitability for a number of years, this therefore makes it
very easy for such organization to deal with the various challenges that come about in the
process of implementing the various orgniazation strategies.
Johnson et al (2013) is in agreement that having sustainable competitive advantage could
be based on rare competence. In his paper on ‘Comparative Advantages of NGOs in
Delivering Services’, Philip (2007) alludes that NGOs need to understand how to develop
sustainability in service delivery, this can go along way in ensuring that there is
effectivenes in strategy implementation while also bringing about the realization of the
best in the status quo in order to keep and expand it as well as the best in the changes in
their environment in order to adopt and expand. In similar terms NGOs current situation
needs to be changed and avoided or if this is not done then it means that NGOs should
invest in developing a sustainable competitive advantage so as to be effective when
implementing their organization strategy.
2.5 Chapter Summary
This chapter provided a background literature review for the study. A summary of previous
studies undertaken by different scholars was presented to map and define the research
topic. In Chapter Three, the research design metholodology for collecting and analyzing
data is discussed. The chapter tackles the research design, population and sample design,
data collection techniques, research procedures and data analysis methodologies adopted in
the study.
30
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
3.1 Introduction
This chapter provides a detailed description of the research methodology that was adopted
by the researcher in this particular study. The chapter first presented the research design
which was followed by the population of the study as well as the sampling design. The
chapter also presented the data collection methods as well as the research procedures and
data analysis techniques. Finally the chapter presented a summary of the chapter.
3.2 Research Design
Cooper and Schindler (2008) defined research design as the determination and account of
the broad research methodology or approach adopted for the particular study.In this study,
a descriptive research design was adopted. Saunders, Lewis and Thornhill (2003) argue
that this type of research design provides a veryclear picture of the phenomenan a
researcher wishes to collect data. However data collected in descriptive studies requires
researchers to draw conclusions from the data collected through data evaluation and
synthesis skills. Descriptive research design was considered to be very much appropriate
for the study, given that this study sought to identify the factors affecting strategy
implemention at UNHCR and thereafter give scenario. This method was therefore
considered appropriate as it provided information that responded to the three research
objectives which the researcher sought to establish.
3.3 Population and Sampling Design
3.3.1 Population
Cooper and Schindler (2008) describes a population to mean a total collection of all the
elements in the study where the researcher makes inferences from. According to Mugenda
and Mugenda (1999), a population can be described to mean just the whole collection of
elements that exhibit common observable characteristics. It is through such collection that
the researcher can make inferences from.
The target population for the study was all 687 UNHCR employees in Kenya. This
included both local and international staff.
31
Table 3.1: Population Distribution
Population Sampling Frame Percent
International Professionals/
Expatriate
115 17%
National Professionals 49 7%
Local General Service 523 76
Total 687 100
Source: UNHCR (2016)
3.3.2 Sampling Design
3.3.2.1 Sampling Frame
Cooper and Schindler (2008) defined a sampling frame comprises of the list of elements
from which the sample is essentially drawn and is closely connected to the population.
They further stated that a sampling frame should be a complete and correct list of the
members of the population. The list may be of geographical areas, institutions, individuals
or other elements (Gill and Johnson , 2002). The sampling frame for this study was the list
of UNHCR employees in Kenya.
3.3.2.2 Sampling Technique
Wolcott (1997) describes a sampling technique in terms of a process through which one
uses to select a sample when carrying out a research. According to Cooper and Schindler
(2008) sampling is involves selecting some of the elements in a population where
conclusions about the entire population can be drawn from them. This study adopted the
use of stratified sampling technique. This technique was adopted because according to
Cooper and Shindler (2008) this type of sampling increases the statistical efficiency of a
sample, provided adequate data for analyzing various subpopulations and enabled different
reasearch methodologies to be employed on different strata.
Using the stratified sampling technique, two different strata were identified as International
Staff and local (Kenyan) Staff. Simple random sampling was then adopted to select
respondents from each strata.
32
3.3.2.3 Sample Size
Cooper and Schindler ( 2008) define a sample as a portion of the target population
carefully selected to exemplify that population. Thus the size of the sample should be a
function of the variation in the population parameters under study and researchers must
precisely estimate it. The sample size was determined based on the argument by Mugenda
and Mugenda (2003) who stated that a sample size of 30% is suffient enough to provide
the required information to the researcher. The sample size was therefore tabulated in the
table below.
Table 0.1: Sample Size Distribution
Population Sampling
Frame
Percent Sample Size
International
Professionals/
Expatriate
115 30% 35
National Professionals 49 30% 15
Local General Service 523 30% 156
Total 687 206
3.4 Data Collection Methods
This study adopted the use of primary data alone which was obtained from questionnaires
(Cooper and Schindler, 2008). Questionnaires were selected as the data collection
technique as the most suited for this study as they minimize potential sources of bias and
gives appropriate data which answers the research questions (Cooper and Schindler, 2008).
Primary data was collected through a questionnaire with both closed and open ended
questions. According to Burns and Grove (2005), a questionnaire which has both closed
and open ended questions allow every possible answer to have an answer. The Likert scale
was adopted which had 1 for strongly disagree and 5 for strongly agree. Saunders, Lewis
and Thornhill (2003) state that questionnaires are used for descriptive or explanatory
research. Descriptive research which are undertaken using attitude and opinion
33
questionaires will enable the researcher to identify and describe the variability of the
various phenomena. The questionnaire was structured in four parts. Part 1 provided general
demographic characteristics and information of the responded. The following three Parts 2,
3 and 4 sought to answer the three research questions. A sample of the questionnaire is
enclosed in the appendix.
3.5 Research Procedures
The research procedure began with the pre-testing of the research instruments so as to
assess the effectiveness and validity of the tool. According to Cooper and Schindler (2008)
pre-testing helps to eliminate inaccuracies before the questionnaire is administered to the
respondents. Once the pre-testing was done the questionnaire was refined based upon the
comments received and was used in the study. The questionnaires were then administered
through drop and pick technique with each respondent given two weeks to fill in the
questionnaire. The researcher made follow up calls in order to ensure that most
respondents filled in the questionnaires and returned them as per the agreed timeline.
3.6 Data Analysis Methods
The process of data analysis was carried out once the collected data was coded and cleaned
to eliminate errors of data capture. According to Cooper and Schindler (2008) data analysis
involves decreasing amassed data to a practicable size, drawing summaries, determining
patterns from the analysed data and applying statistical procedures. Recommendations can
be drawn from the interpretations of the data.
A quantitative analysis was undetaken in this study using descriptive and inferential
statistics techniques. Descriptive statistics in form of frequencies, percentages and
measures of central tendecies were adopted in the study. In additiona, inferential statistics
in form of regression analysis was also adopted to examine the ature and direction of the
relationship between the dependnet and independent variables. Data was analysed using
Statistical Package for Social Sciences (SPSS) and presented in tables, figures and
inferential statistics data outputs.
34
3.7 Chapter Summary
This chapter provides a summary of how the research study was conducted. An overview
of the research design adopted in the study, target population, sampling design which
includes the sampling frame and sampling technique, data collection, research procedures
and finally the data analysis methods to be employed in the study have been discussed. The
next chapter deals with the results and findings of the study.
35
CHAPTER FOUR
4.0 RESULTS AND FINDINGS
4.1 Introduction
This chapter presents the results and findings of the study on the research questions with
regards to the data collected from the respondents from UNHCR. The first part of the
chapter offers the background information of the respondents; the second subsection offers
the internal factors affecting strategy execution at UNHCR. The third subsection presents
the external factors affecting strategy execution at UNHCR while the final subsection
presents findings on the various ways of enhancing strategy execution at UNHCR. A total
of 100 questionnaires were returned. This is 48% response rate. As seen in Table 4.1, 45%
of the international professionals/ expatriate responded, while 53% of national
professionals responded and finally 48% of local general service responded.
Table 4.1: Response Rate
Strata Sample
Size
Returned Response
Rate
International Professionals/
Expatriate
35 16 45
National Professionals 15 8 53
Local General Service 156 76 48
Total 206 100 48
4.2 Background Information
The following subsection offers findings on the background information of the
respondents. This includes the age of the respondents, level of education, nature of
occupation as well as the number of years respondents have worked at UNHCR.
4.2.1 Age of the Respondents
Table 4.2presents findings with regards to the age of the respondnets. Specifically none of
the respondnets were below 18 years old while 15% of the respondnets were age 20-30
years, 39% of the respondnets ageed 31-40 years as the remaining 46% were aged above
41 years. This implies that UNHCR has a combination of both youthful and senior
employees.
36
Table 4.2: Age of the Respondents
Age
Distribution
Frequency Percentage
Below 20 years 0 0
20-30 years 15 15
31-40 years 39 39
Above 41 years 46 46
Total 100 100
4.2.2 Type of Contract
Table 4.3 shows that 43% of the respondnets were staff on local contract while 57% were
on international contract. This implies that majooty of the employees at UNHCR Kenya
were on local contract
Table 4.3: Type of Contract
Type of Contract
Distribution
Frequency Percentage
Local 57 57
International 43 43
Total 100 100
4.2.3 Highest Level of Education
Table 4.4 presents findings with regards to the highest level of education of the
respondents. It was revealed that 14% of the respondnets had secondary level of education,
27% had college education as the highest level of education, 40% of the respondnets had
university degree as the highest level of education and finally 19% of the respondnets had
post-graduate degree as the highest level of education.
37
Table 4.4: Level of Education
Level of Education Distribution
Frequency Percent
Primary 0 0
Secondary 14 14
College 27 27
University Degree 40 40
Post Graduate Degree 19 19
Total 100 100.0
4.2.4 Length of Service
Table 4.5 reveals that 7% of the respondents have worked at UNHCR between 0-5 years,
while 36% have worked for 5-10 years, as 30% of the respondents having worked for
UNHCR for 10-15 years and finally 37% have worked for UNHCR for over 15 years. This
implies that majority of the respondents have more than 5 years of working experience at
UNHCR.
Table 4.5: Length of Service
Length of Service Distribution
Frequency Percent
0-5 Years 7 7
5-10 Years 36 36
10-15 Years 30 30
Over 15 Years 37 37
Total 100 100
38
4.3 Internal Factors affecting Strategy Execution at UNCHR
The first objetcive of the study was to examine the internal factors affecting strategy
execution at UNHCR. The following subsection presents findings that shows how
respondnets regarded the influence of internal factors that affect strategy execution.
4.3.1 Lack of Effective Communication
Figure 4.1 reveals that 23% of the respondents strongly agree 65% agree, 10% were neutral
as 3% disagree that lack of effective communication can affect successful strategy
execution at UNHCR.
Figure 0.1: Lack of Effective Communication
4.3.2 Employee Competency
Figure 4.2 reveals that 23% of the respondents strongly agree 65% agree, 10% were neutral
as 3% disagree that Employee Competency is key to effective strategy execution.
Figure 4.2:Employee Competency
39
4.3.3 Organization Structure
Figure 4.3 reveals that 29 percent of the respondents strongly agreed, 58 percent agreed, 5
percent were neutral, 3 percent disagreed and 5 percent strongly disagreed that the
organization structure of any organization has a role to play with regards to strategy
execution.
Figure 4.3: Organization Structure
4.3.4 Ineffective Leadership
Figure 4.4 reveals that 33 percent of the respondents strongly agreed, 57 percent agreed, 2
percent were neutral, 6 percent disagreed and 2 percent strongly disagreed that ineffective
leadership is a challenge to the successful strategy execution.
Figure 4.4: Ineffective Leadership
40
4.3.5 Employee Empowerment
Figure 4.5 reveals that 29 percent of the respondents strongly agreed, 62 percent agreed, 4
percent were neutral, 2 percent disagreed and 3 percent strongly disagreed that employee
empowerment impacts strategy implementation at UNHCR.
Figure 0.5: Employee Empowerment
4.3.6 Administrative System
Figure 4.6 reveals that 25 percent of the respondents strongly agreed, 49 percent agreed, 5
percent were neutral, 9 percent disagreed and 12 percent strongly disagreed that the
administrative system in an organization facilitates strategy execution at UNHCR.
Figure 0.2: Administrative System
4.3.7 Organization Change Management System
Figure 4.7 reveals that 33 percent of the respondents strongly agreed, 47 percent agreed, 12
percent were neutral, 0 percent disagreed and 3 percent strongly disagreed that the
organization change management system facilitates strategy execution at UNHCR.
41
Figure 0.3: Organization Change Management System
4.3.8 Inclusion of Employee in Decision Making
Figure 4.8 reveals that 15 percent of the respondents strongly agreed, 62 percent agreed, 3
percent were neutral, 14 percent disagreed and 6 percent strongly disagreed that the
inclusion of employees in decision making makes it easy in executing the organization
strategy at UNHCR.
Figure 0.4: Inclusion of Employee in Decision Making
As seen in table 4.6 (a), it is evident that internal factors alone contribute 59.3 percent
towards strategy execution. Table 4.5 (b) on the other hand reveals a positive significant
relationship between the internal factors and strategy execution with a beta of 0.623. This
finding implies that indeed the internal factors enhance strategy execution.
Table 4.6: Regression Analysis for Internal and Strategy Execution
(a)
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .593a .498 .414 1.98606
a. Predictors: (Constant),Internal Factors
42
(b)
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 5.326 2.332 2.284 .027
Internal
Factors .623 .125 .573 4.789 .000
a. Dependent Variable: Strategy Execution
4.4 External Factors influencing Strategy Execution
The second objective of the study was to examine external organization factors affecting
effective strategy execution in UNHCR in Kenya. The following subsection dwells into the
research findings on how respondents regarded the influence of the external factors on
strategy execution.
4.4.1 Decline of Funding to Imlement Activities
Figure 4.9 reveals that 18 percent of the respondents strongly agreed, 65 percent agreed, 4
percent were neutral, 11 percent disagreed and 2 percent strongly disagreed, that decline of
funding to implement activities affects strategy implementation at UNHCR.
Figure 0.5: Decline of Funding to Imlement Activities
4.4.2 Donor Policies and Perception of NGOs
Figure 4.10 reveals that 27 percent of the respondents strongly agreed, 55 percent agreed, 4
percent were neutral, 4 percent disagreed and 10 percent strongly disagreed that donor
policies and perception of NGOs affects strategy implementation at UNHCR.
43
Figure 0.6: Donor Policies and Perception of NGOs
4.4.3 Competition amongst NGOs with Similar Mission
Figure 4.11 reveals that 31 percent of the respondents strongly agreed, 62 percent agreed, 3
percent were neutral, 4 percent disagreed and 2 percent strongly disagreed that competition
amongst NGOs with similar mission affects strategy implementation at UNHCR.
Figure 0.7: Competition amongst NGOs with Similar Mission
4.4.4 Unique Operating Environment for NGOs
Figure 4.12 reveals that 66 percent of the respondents strongly agreed, 12 percent agreed, 4
percent were neutral, 9 percent disagreed and 9 percent strongly disagreed that unique
operating environment for NGOs is a challenge to the successful strategy execution at
44
UNHCR.
Figure 0.8: Unique Operating Environment for NGOs
4.4.5 Organization Programs
Figure 4.13 reveals that 54 percent of the respondents strongly agreed, 32 percent agreed, 3
percent were neutral, 6 percent disagreed and 5 percent strongly disagreed that programs of
the organization affects strategy implementation at UNHCR.
Figure 0.9: Organization Programs
4.4.6 The Government Legislation on Donor Funding
Figure 4.14 reveals that 60 percent of the respondents strongly agreed, 26 percent agreed, 1
percent were neutral, 8 percent disagreed and 5 percent strongly disagreed that government
45
legislation on donor funding affects strategy implementation at UNHCR.
Figure 0.1410:The Government Legislation on Donor Funding
4.4.7 The Political Climate in Kenya
Figure 4.15 reveals that 51 percent of the respondents strongly agreed, 40 percent agreed, 4
percent were neutral, 2 percent disagreed and 3 percent strongly disagreed the political
climate in Kenya affects strategy execution at UNHCR.
Figure 0.1511: The Political Climate in Kenya
4.4.8 Civil Society Movement in Kenya
Figure 4.16 reveals that 69 percent of the respondents strongly agreed, 15 percent agreed, 5
percent were neutral, 7 percent disagreed and 4 percent strongly disagreed that civil society
movement in Kenya affects the strategy implementation at UNHCR.
46
Figure 0.1612: Civil Society Movement in Kenya
4.4.9 Competition for Funding
Figure 4.17 reveals that 46 percent of the respondents strongly agreed, 41 percent agreed, 6
percent were neutral, 5 percent disagreed and 2 percent strongly disagreed that competition
for funding is common against existing and new NGOs.
Figure 0.1713: Competition for Funding
As seen in table 4.7 (a), it is evident that internal factors alone contribute 76.3 percent
towards strategy execution. Table 4.6 (b) on the other hand reveals a positive significant
relationship between the external factors and strategy execution with a beta of 0.612. This
finding implies that indeed the balanced scorecard enhances customer satisfaction and
loyalty.
47
Table 4.7: Regression Analysis for External and Strategy Execution
(a)
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .763a .584 .580 1.55301
a. Predictors: (Constant), External Factors
(b)
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 3.887 1.542 2.521 .015
External
Factors .601 .075 .767 8.208 .000
a. Dependent Variable: Strategy execution
4.5 Ways of Enhancing Strategy Execution
The third and final objective of the study was to assess various ways of enhancing strategy
execution in UNHCR in Kenya. The following subsection presents findings regarding how
respondents regarded the various ways in which UNHCR can enhance strategy execution.
4.5.1 Capacity Building of Staff
Figure 4.18 reveals that 42 percent of the respondents strongly agreed, 37 percent agreed, 9
percent were neutral, 6 percent disagreed and 6 percent strongly disagreed that capacity
building of staff and partner organizations can help UNHCR to effectively implement the
organization strategy.
Figure 0.1814: Capacity Building of Staff
48
4.5.2 Developing a Resource Mobilization Plan
Figure 4.19 reveals that 35 percent of the respondents strongly agreed, 26 percent agreed,
11 percent were neutral, 23 percent disagreed and 5 percent strongly disagreed that one
way of enhancing strategy execution at UNHCR is through developing a resource
mobilization plan.
Figure 0.19: Developing a Resource Mobilization Plan
4.5.3 Improving Stakeholder Engagement
Figure 4.20 reveals that 57 percent of the respondents strongly agreed, 31 percent agreed, 2
percent were neutral, 6 percent disagreed and 4 percent strongly disagreed that UNHCR
can enhance strategy execution through improving stakeholder engagement.
Figure 0.20: Improving Stakeholder Engagement
49
4.5.4 Developing Sustainable Competitive Advantage
The results of the study findings indicate that 34 percent of the respondents strongly agree,
39 agree, 7 percent strongly disagree, 8 percent disagree, while 12 percent are neutral that
UNHCR can enhance strategy execution through developing sustainable competitive
advantage.
Figure 0.21: Developing Sustainable Competitive Advantage
4.5.5 Aligning the Organization Resources to Develop Competence in Thematic Areas
Figure 4.22 reveals that 41 percent of the respondents strongly agree, 31 agree, 9 percent
strongly disagree, 9 percent disagree, and while 10 percent are neutral that UNHCR can
enhance strategy execution through aligning the organization resources to develop
competence in thematic areas.
Figure 0.22: Aligning the Organization Resources to Develop Competence in
Thematic Areas
50
4.5.6 Developing Mutual Beneficial Programs with Donors
Figure 4.23 indicate that 35 percent of the respondents strongly agree, 35 agree, 10 percent
strongly disagree, 12 percent disagree, while 8 percent are neutral that UNHCR can
enhance strategy execution through developing mutual beneficial programs with donors.
Figure 0.23: Developing Mutual Beneficial Programs with Donors
4.5.7 Setting up Platforms for Knowledge and Information Sharing
Figure 4.24 reveals that 51 percent of the respondents strongly agree, 28 agree, 10 percent
strongly disagree, 7 percent disagree, while 4 percent are neutral that UNHCR can enhance
strategy execution through setting up platforms for knowledge and information sharing
between NGOs and government
Figure 0.24: Setting up Platforms for Knowledge and Information Sharing
51
4.5.8 Knowledge Management among Staff
Figure 4.25 indicate that 49 percent of the respondents strongly agree, 31 agree, 8 percent
strongly disagree, 6 percent disagree, while 2 percent are neutral that UNHCR can enhance
strategy execution through knowledge management among staff
Figure 0.2515: Knowledge Management among Staff
4.5.9 Enhancing Organization Learning
As seen in figure 4.26 it is evident that 54 percent of the respondents strongly agree, 36
agree, 4 percent strongly disagree, 3 percent disagree, while 3 percent are neutral that
UNHCR can enhance strategy execution by enhancing organization learning.
Figure 0.2616: Enhancing Organization Learning
52
4.5.10 Promoting Knowledge Sharing
Figure 4.27 shows that 34 percent of the respondents strongly agree, 39 agree, 7 percent
strongly disagree, 8 percent disagree, while 12 percent are neutral that UNHCR can
enhance strategy execution by promoting knowledge sharing.
Figure 0.27: Promoting Knowledge Sharing
4.6 Chapter Summary
This chapter presented the results and findings of the study on the research questions with
regards to the data collected from the respondents from UNHCR. The first part of the
chapter offered the background information of the respondents; the second subsection
offered the internal factors affecting strategy execution at UNHCR. The third subsection
presented the external factors affecting strategy execution at UNHCR while the final
subsection presents findings on the various ways of enhancing strategy execution at
UNHCR. The next chapter presents a summary of the findings, discussions, conclusions
and recommendations.
53
CHAPTER FIVE
5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
The following chapter presents a summary of the findings as well as a detailed sicusion of
the finins with regards to how the internal and external factors affect strategy execution at
UNHCR as well as the various ways of enhancing strategy execution at UNHCR. The
chapter further presents conclusions and recommendations.
5.2 Summary
The general objective of this study was to assess effective strategy execution by the United
Nations High Commissioner for Refugees (UNHCR) Kenya. The study was guided by the
following specific objectives: to determine the internal organization factors affecting
effective strategy execution in UNHCR in Kenya, to examine external organization factors
affecting effective strategy execution in UNHCR in Kenya, to assess various ways of
enhancing strategy execution in UNHCR in Kenya
To realize this objective, a descriptive research design was adopted. The target population
constituted UNHCR employees in Kenya, from which a sample size of 206 was identified
through stratified sampling. Primary data was collected from the strategic managers using
a combination of questionnaire and structured interviews. A fact sheet was used to
summarize the data collected before it is cleaned, coded and edited for completeness and
accuracy before being analyzed using the Statistical Package for Social Scientists (SPSS)
to obtain descriptive statistics as well as inferential statistics. Data presentation was in form
of figures and tables.
The study revealed that there was a positive significant relationship between the internal
factors and strategy execution with a beta of 0.623. This finding implies that indeed the
internal factors enhance strategy execution.
The study further revealed that there was a positive significant relationship between the
external factors and strategy execution with a beta of 0.612. This finding implies that
indeed the balanced scorecard enhances customer satisfaction and loyalty.
Finally the study revealed that UNHCR can enhance strategy execution through: capacity
building of staff and partner organizations, develop a resource mobilization plan,
54
improving stakeholder engagement, developing sustainable competitive advantage,
aligning the organization resources to develop competence in thematic areas, developing
mutual beneficial programs within, setting up platforms for knowledge and information
sharing between NGOs and government, knowledge management among staff
5.3 Discussion
5.3.1 Internal Factors affecting Strategy Execution
The study revealed that there was a positive significant relationship between the internal
factors and strategy execution with a beta of 0.623. This finding implies that indeed the
internal factors enhance strategy execution.Certo and Peter (2010) provide a description of
the internal environment where they describe it in terms of the forces operating within the
organization and who have specific implications when it comes to the management of the
organization’s performance. The internal environment is comprised of a number of factors
that include the employees of the organization, marketing, production as well as financial
components. According to Lynch (2009) many firms face the challenge of analysing and
identifying strategic advantages based on examining its distinct combination of assets
which comprise of its skills, capabilities. There is need therefore for firms to identify what
are their strengths and weaknesses and from such analysis they can be able to know how
best they can take advantage of oppportunities so as to be able to effectively reduce the
threats (Wheelen and Hunger, 2010).
The study further revealed that lack of effective communication affects strategy execution.
Communication is one other important aspect of people that has an impact to strategy
implementation. In fact it is very difficult to implement a strategy if the strategy itself is
not well understood. This is as a result of poorly communicating strategy to employees
(Beer and Eisenstat, 2010). Beer and Eisenstat avowed that a well-conceived strategy
communicated to the organization equals a well-executed strategy. In addition if the
communication channels in the organization are open, then it follows that the process of
strategy implementation will become effective.
A study by Kaplan and Norton (2008) carried out to examine strategy implementation
problems in organizations in the United States revealed that in the great majority of
surveyed companies; less than 10 percent of employees were able to understand their
organizations strategy. Other research studies have also revealed that no more than 5
55
percent of the employees typically understand their organization's strategy (Kaplan and
Norton, 2001). Similarly, Hrebiniak (2005) has argued that in many firms he studied,
employees most often were not aware of their organization strategy. It is clear that if all
employees cannot understand the strategy and their roles in it, successful strategy
execution is highly unlikely (Kaplan and Norton, 2008).
The study also revealed that employee competency affects strategy execution. Most
organizations remain guilty of ignoring employees’ competency. Bossidy and Charan,
(2012) have argued repeatedly that most organization leaders overlook this important
factor given that they have put so much consideration on the other underpinning factors
such as organization profits, increase earnings and thus company growth, dealing with
environment dynamics among other issues. This has therefore meant that little attention is
given to employee competency.Michlitsch (2010) opines that an organization which has
employees who do not have the needed competencies or qualifications to enable them
properly implement an organization strategy, they have very little room for success but will
rather fail to do so. In this regard therefore having competent employees at all levels in the
organization plays a significant role in successful strategy implementation (Michlitsch,
2010). As such, organizations need to bring on board through hiring and maintaining only
qualified and competent people. In addition, organizations must put in place competencies
programs such as training and development so as to endeavor to bring success to the
organization. In the absence of employee competencies failure of strategy implementation
occurs. This is because even chief executive officers may not be appropriate to execute a
new strategy (Wheelen and Hunger, 2005). According to the authors, the career cycle of
such executives has an inverted or negative relationship between their tenure and
organizational financial performance
It was also revealed that the organization structure affects strategy execution. The structure
of any organization plays a very vital role when it comes to strategy implementation
(Heide et.al, 2012). This is because having an effective organization structure means
having success in strategy implementation. The opposite is also true, because having a
poor structure can be an implementation barrier. Drazin and Howard (2009) argue that a
proper strategy-structure alignment is a necessary precursor to the successful
implementation of new business strategies. They further argue that there is need for
organizations to constantly make adjustments to their organizational structure in line with
56
the changes in the competitive environment require. This therefore means that
organizations which take long in making this realignment are likely to achieve poor results
which can place them at a serious competitive disadvantage. Schaap (2010) further argued
that firms which adjust the organizational structure with respect to a perfect strategy are
likely to benefit and this will translate into successful strategy implementation. Finally the
study also revealed leadership style affects strategy execution. The findings agree with
Kyarimpa (2009) who advises that Leadership plays a very important role in providing
direction to an organization, it means therefore that any organization that has effective
leadership at the top will most likely move in a good direction as far as strategy
implementation is concerned which therefore aligns with Schultz, et al. (2013) who state
that the advantage and moral value of a benevolent approach to treating other employees
especially the lower echelons as human beings and respecting human dignity in all its
forms, research and observations show that well motivated employees are more productive
and creative.
5.3.2 External Factors Affecting Strategy Execution
The study further revealed that there was a positive significant relationship between the
external factors and strategy execution with a beta of 0.612. This finding implies that
indeed the balanced scorecard enhances customer satisfaction and loyalty.
The study further revealed that funding affects strategy execution. NGOs such UNHCR
among others employ the strategic management process as a tool of management. Rieple
(2013) argues that changes in the external environment and specifically with regards to the
economic as well as political factors are likely to open up new markets, while at the same
time technological development will go a long way in brinign about alterations in the
consumer and political instability. This in the end is likely to have effects on the
production costs as well as the pricing structure. Similarly, there are legal factors which
affect the operations of an organization that include new regulations that have got to do
with market liberalization as well as government regulation of particular markets and also
labor laws among other regulations can affect the manner in which a strategy is
implemented (Ansoff and McDonnell, 1984).
57
The findings also agree with Batti (2014) who states that many NGOs depend on grants
and donations from donors. These NGOs realize that their funding sources are not able to
cater for their needs and the rising implementation costs. At the same time, an article done
by the Economist (2000) accused NGOs of diverting their attention to helping the needy in
the community and spending nearly 10% of their funds on marketing and fundraising as a
result of the crowded relief market. According to Aldashev & Verdier (2010), NGOs
normally compete for door funding amongst themselves. This is likely to result in work
inefficiencies given that such competition cannot favor all NGOs at the same time.
According to Batti (2014), NGOs face competition from NGOs that are directly or
indirectly linked with political parties and therefore access funds easily. In addition it has
been established that the biggest undoing for NGOs is lack of co-operation amongst
themselves as well as duplication of activities in NGOs located in the same geographical
area. This therefore affects the nature and direction of their operations while therefore
affecting the strategic decisions of the NGOs. In the long run it becomes a determing factor
for successful implementation of the organization strategy.
Finally the study revaled that government legislation as well as other operational factors
affect strategy execution for NGOs. The findings affirm that Operational factors influence
the process of strategy implementation for NGOs, especially those that are reliant on
donors. This is because, there are certain rules of engagement between the donors and the
respective NGOs when it comes to matters operations. One has to operate according to the
terms of agreement between the NGO and the donor. This means that the strategic
implementation process has to follow the antecednts of the donor engagement with NGOs.
It follows therefore that the operation factors can be crucial to the success or failure of
strategy implementation by NGOs. Johnson et al., (2013), affirms that the operation
environment wihtin which the NGOs operate dictates the amount of resources and skill
requirement for the organization at any particular point in time. It means therefore that
NGOs operating in a particular environment can only be limited to the requirements of that
particular environment in terms of the resource mobilization approach to be taken. In this
regard therefore it goes without saying that NGOs can be very much influenced by the
operating environment when it comes to strategy implementation.
58
5.3.3 Ways of Enhancing Strategy Execution
The study revealed thatUNHCR can enhance strategy execution through: capacity building
of staff and partner organizations, develop a resource mobilization plan, improving
stakeholder engagement, developing sustainable competitive advantage, aligning the
organization resources to develop competence in thematic areas, developing mutual
beneficial programs within, setting up platforms for knowledge and information sharing
between NGOs and government, knowledge management among staff.
The findings agree with Bateman and Snell (2004) who put forward a suggestion about
people being a very good source of competitive advantage for any particular organization.
In this regard therefore NGOs too can become competitive if they can hire and retain
competence people. This however should not be the end game but rather they should
ensure that their employees’ knowledge, skills and abilities are not readily available to
competitors. In addition, employees in NGOs can also be a source of competitive
advantage in the event that their capabilities as well as their contributions are imitable and
organized in a way that combines their talents that fosters teamwork and cooperation.
According to Black and Porter (2010) argues that people are at the heart of any
organization’s competitive advantage given that all activities are likely to be traced to
human involvement as well as capabilities. In this regard therefore it is important that poor
selections as well as placing of human resources are likely to weaken the performance of
an organization. On the other hand efforts to maximize performance of the available
human resources need to be aligned in a manner that touches on the employment of
additional human resources strategies
The findings agree with Black and Porter (2010) who brought into fray certain human
resources strategies that can be adopted in order to enhance organization performance and
potential. These strategies included but not limited to: early socialization and training to
their roles clear job design and enforcing a relevant performance appraisal system. They
also argued that it is important for organizations to consider formulating a reward system
linked to the firm’s strategy. This according to them is very much critical in maximizing
the performance of employees. In addition also, employees are likely to be motivated if
they are offering opportunities for growth and development by the organization. Hill and
Jones (2013) further argues that the productivity of employees plays an essential role when
59
it comes to enhancing a firm’s efficiency, cost structure as well as organization
profitability.
Finally the findings agree with Johnson et al (2008) who states that sustained competitive
advantage is key to the survival of any organization in the world. To this end, it is
important for NGOs to focus on achieving a sustained competiive advanatge so as to be
able to effectively implement various organization strategies. Furthermore, Johnson et al
(2008) state that organizations must seek to have capabilities that are of value to their
customers. He further states that NGOs with distinctive competences are likely to be very
effective when implementing their organization startegies as compared to thos ones that do
not have such competencies. Jones & Hill (2010) argue that an organization has sustained
competitive advantage if it is able to maintain above-average profitability for a number of
years, this therefore makes it very easy for such organization to deal with the various
challenges that come about in the process of implementing the various orgniazation
strategies.
5.4 Conclusion
5.4.1 Internal Factors Affecting Strategy Execution
The study concludes that there was a positive significant relationship between the internal
factors and strategy execution. The study further concludes that internal factors that affect
strategy execution in NGOs include: communication, competency of employees,
organization structure, and the leadership style.
5.4.2 External Factors Affecting Strategy Execution
The study further revealed that there was a positive significant relationship between the
external factors and strategy execution. The study further concludes that external factors
that affect strategy execution in NGOs include: funding, operating environment,
government policies and legislation, competition for funding by other NGOs with similar
objectives, operational factors.
5.4.3 Ways of Enhancing Strategy Execution
The study finally concludes that UNHCR can enhance strategy execution through: capacity
building of staff and partner organizations, develop a resource mobilization plan,
60
improving stakeholder engagement, developing sustainable competitive advantage,
aligning the organization resources to develop competence in thematic areas, developing
mutual beneficial programs within, setting up platforms for knowledge and information
sharing between NGOs and government, knowledge management among staff.
5.5 Recommendations
5.5.1 Recommendations for Improvement
5.5.1.1 Internal Factors Affecting Strategy Execution
The study recommends the need for UNHCR to ensure that its communication channels
are open at all times so as to facilitate easy communication at all levels. The study further
recommends the need for UNHCR to recruit and select competent employees so as to
ensure they enable easy execution of strategy. The study also recommends the need for
UNHCR to ensure the organization structure is efficient enough so as to facilitate easy
coordination of activities and thus enhance the process of strategy execution.
5.5.1.2External Factors Affecting Strategy Execution
The study recommends the need for NGOS to develop ways of managing the external
operating environment so as to be able to effectively execute organization strategies. This
calls for serious engagements with various industry players as well as the government.
Additionally NGOs can capitalise on changes in economic and political factors which can
open up new markets, technological development can alter consumer and political
instability. Legal factors such as new regulations which liberalize international trade,
government regulation of particular markets or enactment of new labour laws may also
impact a firm’s strategy execution.
5.5.1.3 Ways of Enhancing Strategy Execution
The study recommends the need for NGOS to realize the best in the status quo in order to
keep and expand it as well as the best in the changes in their environment in order to adopt
and expand. Similarly what is the worst in their current situation should be changed and
avoided. NGO’s strengths which includes legitimacy, distinct networks, awareness of
social forces and specialized expertise can attracts partnerships from both government and
private institutions. Therefore NGOs should invest in developing a sustainable competitive
61
advantage which is a time consuming and expensive process. This will go along way in
enhancing strategy execution.
5.5.2 Recommendations for Further Studies
The study recommends for additional studies to be carried out on assessing factors
affecting strategy execution in other NGOs in Kenya, given that the findings from this
study might not necessarily represent all NGOs in Kenya. Secondly the study recommends
for additional studies on factors affecting strategy development among NGOs in Kenya. It
is important to see if factors affecting strategy development are similar to those factors
affecting strategy execution.
62
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APPENDICES
APPENDIX 1: LETTER OF INTRODUCTION
16th June 2016
Dear Respondent,
RE: REQUEST FOR DATA TO UNDERTAKE RESEARCH STUDY
I am a student at the United States International University (USIU) – Africa undertaking
my Master of Business administration (MBA).
The research project is titled “ASSESSMENT OF EFFECTIVE STRATEGY
IMPLEMENTATION BY THE UNITED NATIONS: A CASE OF UNHCR
KENYA”.
This data collected and the results of this assessment will be used purely for academic
purpose. A copy of the project report will be availed to your company on request.
Your support and cooperation is highly appreciated.
Thank you in advance.
Patience Ndyanabangi
MBA STUDENT – RESEARCHER
UNITED STATES INTERNATIONAL UNIVERSITY – AFRICA
1
APPENDIXI1: QUESTIONNAIRE
The purpose of this questionnaire is to collect information. All the information collected will
be treated as private and confidential and will only be used for research purposes. We highly
value your assistance in completion of this questionnaire.
SECTION A
Personal details
1. Kindly indicate your age
o Below 20 years
o 20-30 years
o 31-40 years
o Over 40 years
2. Type of Contract
o Local Staff
o International staff
3. Indicate your highest level of education
o Primary
o Secondary
o College
o University Degree
o University Post Graduate degree
4. What is the nature of your occupation?
o Employed
o Self Employed
o Unemployed
o Other…………………………………………………………………………
……
5. Length of service at the present organization
0 – 5 years
5 – 10 years
10 – 15 years
Over 15 years
SECTION B: Internal Factors affecting Strategy Execution
2
Using a scale of 1 – 5 tick the appropriate answer from the alternatives provided for each of
the questions.1.Strongly Disagree 2. Disagree 3. Uncertain 4. Agree 5. Strongly Agree
Statement
Str
on
gly
Ag
ree
Ag
ree
Neu
tral
Dis
ag
ree
Str
on
gly
Dis
ag
ree
Lack of effective communication affects strategy
implementation
Employee Competency is key to effective strategy execution
The organization structure of any organization has a role to
play with regards to strategy execution
Ineffective leadership is a challenge to the successful strategy
execution
Employee empowerment impacts strategy implementation
The administrative system in an organization facilitates
strategy execution
The organization reward structure facilitates strategy
execution
Employee training and facilitations helps to enhance the
process of strategy execution
The organization change management system facilitates
strategy execution
The inclusion of employees in decision making makes it easy
in executing the organization strategy
Kindly state any internal factors affecting strategy execution in your organization
3
SECTION C: External Factors affecting Strategy Execution
Using a scale of 1 – 5 tick the appropriate answer from the alternatives provided for each of
the questions.1.Strongly Disagree 2. Disagree 3. Uncertain 4. Agree 5. Strongly Agree
Statement
Str
on
gly
Ag
ree
Ag
ree
Neu
tral
Dis
ag
ree
Str
on
gly
Dis
ag
ree
Decline of funding to implement activities affects strategy
implementation
Donor policies and perception of NGOsaffects strategy
implementation
Competition amongst NGOs with similar missionaffects
strategy implementation
The unique operating environment for NGOs is a challenge
to the successful strategy execution
The programs of the organizationaffects strategy
implementation
The government legislation on donor funding affects
strategy implementation
The political climate in Kenya affects strategy
implementation
The civil society movement in Kenya affects the process
strategy implementation
The economic environment in Kenya affects the process
strategy implementation
Competition for funding is common against existing and
new NGOs
4
Kindly state any external factors affecting strategy execution in your organization
SECTION D: Ways of enhancing Strategy Execution
Using a scale of 1 – 5 tick the appropriate answer from the alternatives provided for each of
the questions.1.Strongly Disagree 2. Disagree 3. Uncertain 4. Agree 5. Strongly Agree
Strategy Execution can be enhanced in the following
ways: S
tron
gly
Agre
e
Agre
e
Neu
tral
Dis
agre
e
Str
on
gly
Dis
agre
e
Capacity Building of Staff and Partner Organizations
Develop a resource mobilization plan
Improving Stakeholder Engagement
Developing Sustainable Competitive Advantage
Aligning the organization resources to develop
competence in thematic areas
Developing mutual beneficial programs withn
Setting up platforms for knowledge and information
sharing between NGOs and government
Knowledge management among staff
Enhancing organization learning
Promoting knowledge sharing
5
Kindly state any other ways of enhancing strategy execution in your organization