THE INFLUENCE OF TOP MANAGEMENT SUPPORT ON...
Transcript of THE INFLUENCE OF TOP MANAGEMENT SUPPORT ON...
114
THE INFLUENCE OF TOP MANAGEMENT SUPPORT ON EXECUTION OF
STRATEGIC PLANS IN TANZANIA’S EXECUTIVE AGENCIES
Venance Shillingi Salum Mzumbe University,
Email: [email protected]
ABSTRACT This study investigated the influence of top management support on execution of strategic plans in Tanzania’s executive agencies. Seven (7) sampled executive agencies (i.e. 26% of the 27 executive agencies in the country) were randomly drawn, and the study used stratified random sampling to obtain a sample size of 188 respondents which was 30% of the target populations (632 respondents) from the headquarters of sampled executive agencies. The study found that there was strong positive relationship between top management and execution of strategies that significantly influence execution of strategies in Tanzania’s executive agencies at alpha of 0.05. Also, R square= 0.477 at α = 0.05 shows that, 47.7% of the total variations in implementation of strategic plans is influenced by top management support and 52.3% is contributed by other factors not considered in this study. The findings suggest that top management is key for successful implementation process in Tanzania’s executive agencies, and the study concluded that top management support does influence implementation of strategic plans in Tanzania’s executive agencies. Finally, it is recommended that top management should make sure resources required for strategy implementation are available as planned in order to avoid failures. Keywords: Tanzania, executive agencies, strategies, top management, executions Paper type: Research paper Type of Review: Peer Review
1. INTRODUCTION
The major purpose of public service organisation is to promote social equity and create public value by embracing
changes in government’s structure, roles, boundaries and changes to the management paradigm (Bryson, 2011).
Public sector encompasses organizational arrangements, political choices, community interests and objectives of
organisations that are sometimes at odds with those of stakeholders (Morgan, Levitt & Malek, 2007). Also,
according to Horton (2006), public management emphasizes policy analysis, budgeting systems, zero-budgeting,
programme planning, productivity measurements, and restructuring; where these initiatives are directed towards
social equity. It includes organisational arrangements, values, political choices, community interests,
organisation’s objectives and individual views, which are sometimes conflicting and inconsistent with those of
stakeholders (Heyer, 2010). New Public Management (NPM) which became popular in the 1980s and 1990s
(Horton, 2006), as a major concern in public sector organisation, managing interconnectedness and
interrelationship between the various external and internal factors to enhance delivery of quality services for
satisfying the expectation of the citizens. Pollitt and Bouckaert (2004) argue that, the NPM model supports reforms
that are deliberately designed to reshape services in the public sector to the like of operations of private sector. In
an NPM ideal prototype, agencies are created with several autonomy-enhancing features, including financial and
human resources autonomy, accompanied by strict performance result accountability for Chief Executive Officer
(CEO) (Joshi & Ayee, 2009). Automatisation and performance contracts are the defining features of the
agencification reform. They are part of government, and are intended for the administration of law, which sets
them apart from privately owned firms and other non-profit organizations (James, 2003). In Tanzania public
East African Journal of Social and Applied Sciences (EAJ-SAS) Vol.1, No.2 Publication Date: December 30, 2019
ISSN: 0856-9681
The current issue and full text archive of this journal is available at: http//www.mocu.ac.tz
Cite this article as: Salum, V. S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive Agencies, East African Journal of Social and Applied Sciences, 1(2), 114-131.
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 115
sector’s various reforms have been carried out and performance improvement tools have been introduced such as
Strategic Plan, Open Performance Review and Appraisal systems (OPRAS), Client Service Charter and Medium
Term Expenditure Framework.
However, both private companies and public agencies produce value, but, in agencies, the public value (Moore,
2000) benefits the whole population, not merely paying customers (private value). Smullen (2007) has argued that,
agencification has become fashionable and every country is trying to put the idea into practice. This is because the
aim of the agencification reform is to create task-specific units within the government that are flexible and
output/outcome-focused. Hence, within a short period of time the idea of agency has spread from its original
backyard, mainly in the Anglo-American countries to different parts of the world (Caulfield, 2002). Canada, for
example, began to implement the agencification programme in 1993 (Prince, 2000). In Japan, the idea of creating
agencies was put into practice in 1998 through the creation of Independent Administrative Corporations
(Yamamoto, 2000). In Sub-Saharan African countries, agencification programmes were mainly sponsored and
promoted by international financial institutions like the World Bank, the International Monetary Fund (IMF), and
other Western donors (Caulfield, 2002). The sponsors provided both financial and technical support for
introduction of executive agencies in public sector with aim of improving performance, and as a result, executive
agencies were introduced in Tanzania under the public service reform programme (PSRP) phase two of 2000 –
2011 (Bana & Ngware, 2006). Strategic plan is one of performance tools introduced by PRSP in Tanzania’s public
sector in order to improve performance. The aim was to move from process oriented based performance to
performance based on output.
Strategic planning in the public sector is expected to promotes decision making, strategic thinking, enhances
organisational effectiveness, creates interconnectedness among departments, aligns the value chain, and the entire
societal system is broadly served. Studies have shown that, failure rate of strategy execution range from 50% to
90% respectively, and this is due to indecisive and lack of commitment by managers (Sirkin, Keenan & Jackson,
2005; Franken, Edwards & Lambert, 2009). Moreover, for successful implementation strategies, CEO should
champion the process with support from other managers through communication by providing new direction of
the firm. This at the end minimizes resistance to change from other employees (Koufopoulos & Chryssochoidis,
2000; Jarzabkowski & Bologun, 2009). Strategic planning has an integrative effect which uncovers clashes of
interest at different levels; and hence each business unit and sub-business unit will experience and respond in a
different manner to the integrative effects of planning strategies. Also, self-interest, political issues within
organisation, and the limited level of managers’ responsibilities influence how information is shared, and hence
the degree of implementation of strategies.
In addition, successful implementation of strategy depends on two factors: first, the need to focus on right strategic
goals that are championed by senior managers, that blend the firm behind its strategy, establish measures and
milestones of success, and ensure effective allocation of resources; and second, the freedom granted to all elements
of the organisation to be creative in discovering new and innovative ways of carrying out these goals
(Jarzabkowski & Bologun, 2009). Execution of strategy requires a company to set up annual objectives, formulate
policies, motivate staff, and allocate resources so that planned strategies can be implemented (Syrett, 2007).
Further, Wheelen and Hunger (2000) assert that, divisional and functional managers work in developing
programmes, budgets, and procedures for executing strategy with their colleague managers. This is done to attain
synergy among divisions and functions for creation and maintenance of organisation’s unique competency.
Furthermore, the most important pre-condition for successful execution of strategy is the commitment of
executives at top level to follow the direction of the strategy. Top managers therefore, need to show their
willingness to give loyalty and energy to the execution process. This noticeable commitment becomes, at the same
time, a positive signal for all the affected members of an organisation (Jarzabkowski & Bologun, 2009). To ensure
the strategy is executed as planned, top executives should not consider that, lower level managers have the same
perceptions about executing strategies, and their importance and urgency. Rather, they must work together with
employees to attain these goals.
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 116
The concept of implementation is not always well-defined in the literature (Miller & Hickson, 2004), but may be
described as putting something into effect, or realizing or enacting something. Cater and Pucko (2010) affirmed
that, the execution of strategy is a key driver of the emergence of strategic management in the late 20th century, but
most large firms have difficulties in executing their strategies (Zaribaf & Bayrami, 2010). In contrast to formulation
of strategy, execution of strategy is not accomplished at the top level alone; but involves teamwork within the firm
and, on many occasions, parties outside the firm. Though strategy formulation is normally a top-down endeavour,
implementation needs concurrent bottom-up; top-down; and across efforts (Cater & Pucko, 2010). Moreover,
implementation of strategy has been widely recognized as a main management challenge (Li et al., 2010). Further,
implementation of strategy is a process which is interactive, complex, dynamic and composed of a series of
decisions and activities by employees and managers who are affected by internal and external factors as they strive
to achieve objectives through execution of strategic plans. Musyoka (2011) adds that, execution of strategy is an
internal activity of administration within the firm. It requires the need to work through others, motivating,
organizing, culture, creating strong links between operations of organisation and its relevant strategy. It also
requires a process of changing the formulated strategies into viable operations that will generate results which are
targeted by the organization. It is therefore clear that firms which implement strategic plans achieve superior
performances than those without such plans, but these strategies often fail due to problems encountered at the
execution stage (Sirkin et al, 2005).
Furthermore, if a strategy fails because of unsuitable or poor execution, then the effort invested during the
formulation phases becomes worthless. Strategic thinking has no effect on a firm’s performance, unless all the
elements or factors of the strategy fit together using the appropriate capabilities, structure and systems (Okumus,
2003). Most executives in different organisations spend more time, money and energy in strategy formulation, but
do not offer adequate input to properly implement it (Zaribaf & Bayrami, 2010). Usually, firms adjust their
strategy to position themselves from the threats and opportunities in the external environment; also, this demands
creativity in crafting new strategy. However, in the empirical reviews discussed, no one studied the influence of
top management support on implementation of strategic plans in Tanzania’s executive agencies. Therefore, this
study was set out to investigate the influence of top management support on the implementation of strategic plans
in Tanzania’s executive agencies.
2. LITERATURE REVIEW 2.1 Upper Echelon Theory
The upper echelon theory proposes that decisions made by executives are coherent with managerial background
characteristics (Hambrick& Mason, 1984) which comprises of the elements of psychological characteristics and
observable experiences. Mavhiki (2012) suggested that executive experiences, values and personalities greatly
influence their interpretation of the situations they face and in turn affect their choices. The upper echelon theory
highlights that executive cognitive base, demographic characteristics, resource utilization, quality of decisions and
capabilities influence the strategy choice and corporate performance (Hambrick, 2007).
The effectiveness of strategy execution is triggered by management, monitoring of the process and posing a clear
direction of the project. Okioga (2012) argues that, management should be willing to change and accept the fact
that the exercise involves learning from lower level to the top-level management of the firm. The role of top-level
managers is to attach management bonuses with project activities is of great significance for the successful
implementation of the project (George &Desmidt, 2014). Also, effective execution of the strategic plan requires
creating some core competencies by using strategies for change management to promote infusion of the strategic
plan in the work place; where the attitude of key users is changed through communication (Al-Mashari et al, 2003).
The implementation process needs top management support throughout the organisation, since their approval is
important to align the plan with strategic business goals. Therefore, the top-level managers’ role in tying
management bonuses to the success of the projects is of great importance. This includes allocating necessary
people for implementation and providing reasonable time in accomplishing the task (Al-Mashari, et al, 2003).
Therefore, top management support has positive influence on implementation of strategic plans, and hence the
discussion on the theory underlying this variable generated research hypothesis of this study:
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 117
𝐻𝑎 :Top management support enhances implementation of strategic plans in the Tanzania’s executive agencies.
Managers can enhance commitment with involvement and integration of workers starting from a lower lever (Beer
& Eisenstat, 2000). This creates a kind of ownership of the new strategy for which, in return, commitment is
increased. That is why other scholars argue that firms need a contributing, capable, competent, effective and
executive leader as far as strategy execution is concerned. This also is supported by Cater and Pucko (2010) who
argue that, a well-crafted strategy with a strong and effective pool of skills delivered from human resources,
positively impacts successful execution of strategies, while poor leadership is considered as one of the key
obstacles for execution of strategies in an organisation. Further, poor communication in an organisation has
negative effects on a firm’s ability to execute and refine its strategy (Beer & Eisenstat, 2000). Similarly, Janis and
Paul (2005) who studied the link between corporate communication and execution of strategy found that, CEOs
focus on reputation and branding thorough prioritizing of internal communications. In this study therefore,
communication, empowerment, employees’ involvement, employee rewards and decision making sub-variables
were considered to see how top management use them to influence implementation of strategic plans in
Tanzania’s executive agencies. This finally proved or not if top management has influence on execution issues in
the executive agencies in Tanzania.
2.2 Empirical Review
The study by Imbali, et al., (2016) on factors Influencing Strategy Implementation in the Tourism Industry
conducted in Maasai Mara National Park in Kenya, revealed that, values held by top management as well as the
strength of culture in the organisation relating to the degree of consistency of values, beliefs, assumptions and
practices in the sector were the most influential to strategy implementation. The findings revealed that, leadership
and change management factors were key factors influencing strategy implementation in the tourism sector
particularly in national parks in Kenya. However, the study considered only two variables of this study, and the
study is on tourism industry and not public sector, hence this study bridged the gap that was not filled by this
study. Also, Mumenya, Mokaya, and Kihara (2014) in the study on “Leadership as a Factor Affecting Effective
Strategy Implementation in Manufacturing Industry in Nakuru County Kenya: A Case Study of Bidco Oil
Refineries Limited” revealed that organizational leadership was found to be the most important factor influencing
effective strategy implementation. The findings revealed that, almost half of the employees were not frequently
part of decision-making. This study however, goes beyond the issue of leadership to explore other factors in the
implementation of strategic plans in public organisations in Tanzania.
A study by Ng’ang’a and Ombui (2013) on factors influencing implementation of strategic plans in Public
Secondary Schools in Lari District, Kiambu County found that, leadership was key in execution of strategic plans
followed by resource allocation, communication and organisation structure. The study did not look at
organisational culture and roles of stakeholders as this study plans to do. Furthermore, in the study on corporate
performance comprising 49 large insurance organisations, Awino (2007) revealed that, culture and management
were very critical variables in firms’ performance; and concluded that, financial and non-financial performance
were both affected by these variables in varying degrees. Also, it was revealed that 70% of failed strategies are due
to poor execution caused by indecisiveness of managers and lack of commitment; and not because of the strategic
content or decision itself (Franken et al., 2009). Middle level managers’ participation enhances successful strategy
execution, and hence, managerial involvement is essential for organisations to attain the execution of planned
strategies. However, none of the reviewed studies (i.e. Imbali et al., 2016; Kihara, 2014; Ng’ang’a & Ombui, 2013;
Awino, 2007; Franken, et al., 2009) looked at the influence of top management support on implementation of
strategic plans in Tanzania’s executive agencies. This study therefore attempted to bridge that gap focusing on top
management influence on execution issues in the executive agencies in Tanzania.
2.3 Conceptual Framework
The conceptual framework is a map that gives coherence to empirical enquiry (Mugenda & Mugenda, 2003).
Therefore, in this study, while other things remain constant, it was under assumption that, successful
implementation of strategic plans was theorized as dependent variable to top management support (independent
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 118
variable). The figure 2.1 shows the conceptual framework and how the variables were operationalized in this
study.
Figure 2.1: Conceptual framework of the study
3. METHODOLOGY
A descriptive survey design was adopted to collect information from different executive agencies in Tanzania. This
design allows researchers to collect information, summarize, interpret and present data for clarification (Orodho,
2009). The design was selected due to its ability to warrant objectivity and increase the reliability of evidence
collected. The target population of this study included employees working at headquarters of selected seven (7)
executive agencies. Employees working in other offices other than at the headquarters of selected agencies were
not considered in this study. Both probability and non-probability sampling technique were used, where
probability sampling (simple random sampling) was used in selecting seven (7) out of twenty-seven (27) executive
agencies; stratified random sampling was used to select 188 respondents from target population of 632 employees
at the headquarters of selected seven (7) executive agencies; and purposive sampling was used to select senior
officials like managers and directors. Also, both qualitative and quantitative data were collected using
questionnaires, interviews and documentary review. A multiple regression model was useful to establish how
independent variables (communications, employee involvement, employee empowerment, and rewards) influence
implementation of strategic plans in Tanzania’s executive agencies at alpha = 0.05. Also, t-test was used to measure
individual influence of independent variables, and R-square was used to test collective influence of independent
variables on dependent variable. Moreover, content analysis was used to analyze qualitative data.
4. FINDINGS
In this study, data were collected from seven (7) out of twenty-seven (27) Executive Agencies in Tanzania. Table
4.1 gives the details of the agencies which were sampled and the response rate of respondents in this study. The
sample size of 26% is large enough as statistical inferences are valid at 10% of the population under a given study
(Sekaran, 2010; Sounders, Lewis & Thornhill, 2012; Kothari, 2011). Also, the study targeted 632 employees
working at the headquarters of the seven executive agencies with sample of 188 respondents out of which only 146
respondents returned the questionnaires, translating to 77.7% of the response rate. This is appropriate response
rate as argued by Sekaran (2010) that, any response above 75% is classified as best to provide reliable information.
Also, this is higher response rate compared to previous scholars such as Cater and Pucko (2010) who had a
response rate of 49%, Awino (2007) had a response rate of 57% and Abok (2013) had a response rate of 55% from
the target population of their study. This is further supported by Mugenda and Mugenda (2003) who supports
that, any response rate with 50% is sufficient, 60% is good and 70% and above is excellent. Therefore, it is clear that
the response rate of this study is excellent to provide reliable information.
Top Management
Rewards Management
Communication
Employee empowerment
Employee involvement
Execution of Strategic plans
Planning scope
Review period
Timeliness & process
Action plans & systems
Linkage with other
performance tools
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 119
Table 4.1: Response Rate
Agency Expected
Sample
Observed
Frequency
Percentage of the Field
Total
Percentage within the
Agency
TAESA 21 18 12.3 85.7
GPSA 31 22 15.1 71
TFSA 29 16 11 55.2
TEMESA 33 27 18.5 81.8
RITA 26 24 16.4 92.3
BRELA 18 11 7.5 61.1
GCLA 30 28 19.2 93.3
4.1 Top Management Support in Strategic Plans Implementation
The researcher investigated the influence of top management support in implementation of strategic plans in
Tanzania’s executive agencies. The respondents were given categorical questions to answer yes or no to the main
question which asked, “do you think top management influence operations in your organisation? As figure 4.1
indicates out of 146 respondents 81% agreed on the influence of management on daily operations while 19% did
not see any influence of top management on agencies operation in implementation process of strategic plans. This
was further supported by Senior Administrative Officer-RITA who commented that:
“…top management in our agency provides leadership and coordination of other resources, giving feedback to staff on
what has transpired in management meeting regarding execution of strategies, setting directions and key
performance indicators, involving employees in decision making, recognizing the best performers by issuing
certificates of outstanding performance and other rewards positively influence employees’ performance in our
organisation…” (Interview, RITA Headquarters, 16th June 2017)
Figure 4.1: Influence of Top Management on Employees’ Operations
This finding corresponds with Eisenbeiss, Van Kinppenberg and Boerner (2008) who argue that top management
team always saturate the firm as a whole, and hence having flexible and adaptive management team influence the
organisation to be more effective, innovative and responsive for successive execution of organisation strategies.
Also, cohesion of top management influence positive firm performance and growth of income (Peterson, Smith,
Mortorana & Owens, 2003).
Further, the study investigated whether incentives offered by management influence implementation of strategic
plans in Tanzania’s executive agencies. The findings revealed that, out of 146 respondents, the majority of about
73% agreed while 27% did not see any incentives which are linked with implementation process of strategic plans
in executive agencies. Also, on the question as to whether there are types of incentives offered by Tanzania’s
executive agencies, all organizations TEMESA, GPSA, TFSA, BRELA, RITA, TaESA and GCLA indicated the
following incentives offered:
81%
19%
19%Yes
No
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 120
“…monetary rewards, letter of recognition for good performer, internal and external trainings, house allowances for
senior staff, tea and refreshments, calendars and diaries, appreciation letters, furniture allowances, house and vehicle
loans, salary increments, salaried loans, lunch allowances, extra duty allowance, bonus, honoraria, May-day awards,
promotions, transport allowances, risk allowances, and special duty allowances to top leaders such as house,
electricity and telephone…” (Interviews, 20thJune to18th July 2017).
Furthermore, the study investigated whether top management use different strategies to influence performance in
Tanzania’s executive agencies, where the main question was “are there strategies used by top management to
facilitate employee’s performance in your organisation?” This also was a categorical question where respondents
were to indicate “Yes” or “No” in their responses. The finding indicates in figure 4.2 that out of 146 respondents,
75% agreed and confirmed that top management in Tanzania’s executive agencies use different strategies to
influence performance of employees in the process of executing strategic plans, while 25% did not support and
argued that, there are no any strategies which are used by management to influence performance. This was further
supported by Director of Business Support (DBS) of RITA who confirmed that:
“…we use different strategies such as team building sessions, departmental meetings, weekly and monthly
performance report, offering specialized trainings, setting individual performance targets, performance contract
(through OPRAS), competence assessments, succession plans, delegation and empowerment, provision of working
gears, rewarding and recognizing good performers, regular field visits, involving staff in preparation of SP. These
strategies positively encourage employee’s performance in our agency…” (Interview, RITA Headquarter, 13th June
2017).
Figure 4.2: Use different Strategies to Influence Performance
In addition, the GPSA Director of Business Support in respect to strategies used by top management in Tanzania’s
executive agencies towards employees’ performance improvement commented that:
“<in our agency, we managed to install Biometric attendance systems, daily performance systems, and supervisory
roles well stipulated to supervisors in all departments and sections. These strategies have improved performance of
employees a great deal since they were introduced. For examples, late comers used to be a major issue in this
organisation but now it is almost none since we introduced those gadgets for tracking attendance…” (Interview,
GPSA Headquarters, 20th July 2017).
The findings correlate with those of other scholars like Hoag, Ritschard and Cooper (2002) who confirmed that, top
management commitment is a must ingredient for successful implementation of strategic plan.The leadership
should support the design and execution of the strategic plan in the entire process of change (Paul, 2004). The
study further widens the need for effective top management support to orchestrate other factors for successful
75% 25%25%Yes
No
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 121
execution of strategies in Tanzania’s executive agencies. Moreover, with the use of five point Likert scale five sub-
variables of Top management support such as communication flow, empowerment, involvement, rewards, and
decision making were thoroughly investigated on how they influence implementation of strategic plans in
Tanzania’s executive agencies. Questions in relation to the five sub-variables required respondents to choose the
following: 1= strongly disagree, 2 = disagree, 3 = neutral, 4 = agree and 5 = strongly agree.
4.2 Communication Flow
In this area, the study investigated whether employees’ roles and responsibilities are continuously communicated
by management towards enhancing flow of communication in the organisation for successful implementation of
strategic plan in Tanzania’s executive agencies. The findings in figure 4.3 indicated that 59.6% of respondents’
agreed and 12.2% strongly agreed that the top management clearly communicates roles and responsibilities of
employees while implementing organisation strategic plans. On the other hand, 0.7% strongly disagreed and 9.6%
disagreed, while 11.0% were neutral. Also, when respondents were asked if organisation objectives are well
communicated to employees by management, the findings revealed that 57% agreed and 16% strongly agreed
while 18% were neutral, and about 8% and 1% disagreed and strongly disagreed respectively.
Figure 4.3: Organisation Objectives are Well Communicated
The findings correlate with those of other scholars who argue that, poorly communicated objectives affect effective
implementations and employees who are not well informed about organisation objectives hinder the
implementation process (Mintzberg, 2004). Also, Noble (2008) support that effective communication as an
important element for execution of strategies effectively. It plays a very key role during implementation process
through training and learning, and knowledge dissemination in the entire organisation. The study further
supports the finding that employees in a communication environment which is restrictive poorly performed in
relation to those working in open and supportive communication environment (Jung-Chi& Chi-Hung, 2008).
Therefore, the findings of this study cement that well communicated strategies are easily implemented by
employees in the organisation. Moreover, the question as to whether feedback is promptly given to employees by
top management, the findings revealed that 49.3% agreed, 13% strongly agreed while 25.3% were neutral and
about 12.4% generally disagreed on subject under study. The respondent’s opinion summary is shown in table 4.9
where the mean average is 4, which means that the majority agreed on the support in terms of good
communication flow from top management. Therefore, the mean average of 4 and standard deviation of 1 implies
that the majority of respondents generally agreed on presence of communication flow in agencies for fostering
implementation of strategic plans.
The findings are supported by other scholars such as Mulube (2009) and Letting (2009) who argued that, good
communication by management has positive results in the organisation while lack of clear communication hinder
1%
8%
18%
57%
16%
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 122
successful implementation of strategic plans. Communication makes employees understand overall organisation
strategies and their contributions towards achieving organisation objectives (Lamb & McKee, 2004). Other scholars
affirm that, its purpose is to help departments and units facilitate execution of strategies by employees through
communication (Forman & Argent, 2005). Also, Aosa (1992) supports that management with poor communication
hinder successful implementation of strategic objectives and good communication flow is vital for effective
implementation process. Likewise, Alexander (2009) supports that lack of communications harms organisation
initiatives since employees are not informed or aware of the new activities and tasks and activities to be
accomplished. The study confirms that in Tanzania’s executive agencies top management continuously
communicate employees’ roles and responsibilities, organisation objectives and feedback were promptly given to
employees in order to improve communication flows in the organizations and hence directly influence
implementation of strategic plans. Therefore, good communication flow was affirmed to have positive influence
on execution of strategies in Tanzania’s executive agencies.
4.3 Empowerment of Employees
In relation to employees’ empowerment, the study investigated on how management helps employees with means
to discharge their duties. Findings in figure 4.4 indicated that 56.3% of the respondents agreed and 15.8% strongly
agreed that management of agencies support employees towards discharging their roles and responsibilities for
effective attainment of organisation objectives while 21.9% were neutral. The remaining 4.1% and 2.1% of
respondents disagreed and strongly disagreed respectively. Furthermore, opinion on whether employees are
empowered with relevant skills and expertise which implementing strategies in their organisations, the findings
revealed that 47.3% agreed and 15.8% strongly agreed while 26.7% were neutral. On the other hand, 6.8% and 3.4%
of respondents disagreed and strongly disagreed respectively.
Figure 4.4: Employees are empowered with Relevant Skills and Expertise
The other interest was also to find out whether management of agencies provide employees with freedom to
accomplish organisation objectives, the findings showed that 39.0% of respondents agreed and 12.3% strongly
agreed while 33.9% were neutral. The remaining 11.6% and 3.4% of respondents disagreed and strongly disagreed
respectively. Moreover, the mean average of 4 and standard deviation of 1 show that respondents agreed that,
employees are empowered by top management in the process of implementing strategic plans in Tanzania’s
executive agencies. The findings agree with those of Letting (2009) who argued that management do influence
employees in various aspects. This is supported by Waititu (2016) who affirm that leadership at the top of
organisation have positive influence on implementation of strategic plans. Also, Marginson (2012) affirm that
honest leader’s commitment include a devotion to support process of strategic planning, implementing
programmes and commit resource allocations to achieve organisation objectives. Further, Lares-Mankki (2014)
argued that top management’s influence employee commitment, job satisfaction which directly improves
organisation performance. Moreover, top management or senior executives should support and convince
5
10
3969
23
92
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 123
employees of the validity of their ideas towards effective implementation of strategies and should never take
employees for granted (Kouzes& Posner, 2010). The study confirmed that employees’ empowerment in
Tanzania’s executive agencies is achieved thorough the top management helping employees with means to
discharge their duties successfully, provide them with relevant skills and expertise to carry out their daily
business, and provides employees freedom to do what they want to accomplish towards achieving organisation
objectives. Hence, findings of this study ratified empowerment of employees by top management positively
influence successful implementation of strategic plans in Tanzania’s executive agencies.
4.4 Employee Involvement
The study also sought to examine if management involve employees, departmental plans involve all in the
department, and if individual plans are linked with departmental plans. The findings indicate that out of 146
respondents, 38.4% agreed and 16.4% strongly agreed that employees at all levels in agencies are involved during
implementation of strategic plans while 22.6% were neutral. The remaining 19.2% and 3.4% of respondents
disagreed and strongly disagreed respectively. Also, on the opinion whether departmental plans are linked with
organisation plans, the findings revealed that, about 55.5% of respondents agreed and 27.4% strongly agreed while
13.7% were neutral in respect to this. The remaining 2.1% and 1.4% of respondents disagreed and strongly
disagreed respectively. Further, on opinion as to whether individual plans are linked with departmental plans, the
findings revealed that, 45% of respondents agreed and 17% strongly agreed while 30% of respondents were
neutral. The rest 6% and 2% of respondents disagreed and strongly disagreed respectively.
Figure 4.5: Individual Plans are linked to Departmental Plans
The mean average of 4 and standard deviation of 1 suggests that the majority of respondents generally agreed on
how employees were involved in the implementation process of strategic plans by top management in Tanzania’s
executive agencies. In comparison with other studies, the findings agree with other scholars who observed the
need and importance of involving middle and functional managers in championing execution of organisation
strategic plans (Taylor, 1995; Awino, 2007). Along the same line, Thompson et al., (2007) saw the importance of
involving all levels of management in implementation process. For example, David (2003) agree that employees
and managers should be involved in decisions regarding implementations of strategies for successful execution
process. Moreover, other scholars like Taylor (1995), Awino (2007) and Thompson et al., (2007) supported the need
to involve employees in implementation process of strategic plans for performance improvement in the
organisation. However, other authors observed in their studies that there was no involvement of lower cadre in
execution of strategic plans (Wambui, 2006; Mulube, 2009). Therefore, the findings of this study revealed that both
managers and employees are fully involved in implementation of strategic plans in Tanzania’s executive agencies,
where employees at all levels are involved by top management in SP excution process, departmental plans are
linked with organisation plans, and individual plans are linked with depatmental plans; and hence the findings
Strongly Disagree2%
Disagree6%
Neutral30%
Agree45%
Strongly Agree17%
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 124
cement the need and importance of involving all employees in implementation of strategic plans for successful
executions.
4.5 Employee Rewards
On the issue of employee rewards, the study sought to establish if good performers are rewarded, reprimands for
poor performers is given and if incentives influence employees’ performance while implementing strategic plans
in Tanzania’s executive agencies. The findings revealed that out of 146 respondents, 37.7% agreed and 21.2%
strongly agreed while 24.0% were neutral. The rest 15.1% and 2.1% of respondents disagreed and strongly
disagreed respectively. Further, opinion on whether poor performers are sanctioned or reprimanded when
executing organisation strategies, findings show that about 32% of respondents agreed and 8% strongly agreed
while 43% were neutral. On the other hand, about 13% and 4% disagreed and strongly disagreed on this question.
Figure 4.6: Poor Performers are reprimanded by Management
The other issue was to find out whether incentives offered by management positively influence performance of
employees in agencies. The findings revealed that out of 146 respondents, about 50% agreed and 21.9% strongly
agreed while 16.4% were neutral, and the remaining 10.3% and 1.4% of respondents disagreed and strongly
disagreed respectively. Therefore, the mean average of 4 and standard deviation of 1 suggests that the majority of
respondents generally agreed on the availability of employees’ rewards given by top management in agencies
towards implementation of strategic plans. Furthermore, the findings are supported by other studies who argued
that management has a role of rewarding which at the end motivated employees in execution of strategies
(Amulyoto, 2004; Osoro, 2009; Mulube, 2009). Thus, the findings from the evidence above confirmed that rewards
offered by top management in term of rewarding good performers and sanctioning poor performers as well as
provisions of various incentives to employees positively influence implementation of strategic plans in Tanzania’s
executive agencies. The findings further expand the need to positively or negatively reinforce employees’
behaviours through rewards which directly influence executions of strategic plans in public sector.
4.6 Decision Making
Decision making variables considered in this study were time, involvement and encouragement to make decisions
while discharging their duties and responsibilities in relation to execution of strategic plans in their organisations.
The findings in respect to whether top management make timely decisions revealed that about 45% of respondents
agreed and 14% strongly agreed while 29% were neutral. The other 10% and 2% of respondents disagreed and
strongly disagreed respectively.
4%13%
43%
32%
8%
40%
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 125
Figure 4.7: Timely Decisions are made by Top Management
In order to find out whether employees are involved is day to day decisions by management in the process of
implementing strategic plans in executive agencies, the findings revealed that out of 146 respondents, about 36.3%
of respondents agreed and 5.5% strongly agreed while 31.5% were neutral. About 22.6% and 4.1% of respondents
disagreed and strongly disagreed. Further, as to whether employees are encouraged to make decisions in their
daily operations, the findings show that about 37.0% of respondents agreed and 10.3% strongly agreed while 33.6
of respondents were neutral. The remaining 16.4% and 2.7% of respondents disagreed and strongly disagreed
respectively. Furthermore, the mean average of 4 and standard deviation of 1 indicate that the majority of
respondents agreed on the vital effect of decision making where top management involve, encourage and make
timely decisions in the process of implementing strategic plans in executive agencies. The finding agrees with
Mulube (2009) who affirms that democratic leadership maximize involvement and participation of members in
decision making.
The overall findings on top management support correlates with Taylor (1995) who argued that radical change is
managed by strategic leaders in order to achieve improved organizational performance. It is strategic leadership
that encourage involving employees through communicating targets and values for team and individual
contributions (Curtin, 1999). Other scholars assert that management prioritise their strategies by making decisions
which are vital to the execution process given the scarcity of resources (Beer & Eisenstat, 2000). Therefore, the
findings confirm that top management support is very vital for effective implementation of strategic plans in
public sector through timely decision making regarding strategy executions, invlovling employees in day to day
decision making, and encourage employees to make decisions in their daily operations. The study further affirm
that effective decision making by top management has positive influence on successful implementation of strategic
plans in Tanzania’s executive agencies.
2%
10%
29%45%
14%
59%
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 126
Table 4.2: Respondent’s Opinion on Top Management Support
Statement/Item
Str
on
gly
Dis
agre
e
Dis
agre
e
Neu
tral
Ag
ree
Str
on
gly
Ag
ree
Mea
n
Sta
nd
ard
Dev
iati
o
n
Employees roles and responsibilities are
continuously communicated by mgt.
0.7% 9.6% 11.0% 59.6% 12.2% 4 1
Organisation objectives are well
communicated to employees
1.4% 7.5% 18.5% 56.8% 15.8% 4 1
Feedback is promptly given to employees 2.1% 10.3% 25.3% 49.3% 13.0% 4 1
Management help employees with means to
discharge their duties successfully
2.1% 4.1% 21.9% 56.2% 15.8% 4 1
Employees are empowered with relevant
skills and expertise
3.4% 6.8% 26.7% 47.3% 15.8% 4 1
Management provides employees freedom
to accomplish organisation objectives
3.4% 11.6% 33.6% 39.0% 12.3% 4 1
Employees at all levels are involved in SP
execution process
3.4% 19.2% 22.6% 38.4% 16.4% 4 1
Department plans are linked with
organisation plans
1.4% 2.1% 13.7% 55.5% 27.4% 4 1
Management rewards good performers 2.1% 15.1% 24.0% 37.7% 21.2% 4 1
Incentives positively influence performance
of employees
1.4% 10.3% 16.4% 50.0% 21.9% 4 1
Timely decisions are made by top
management
2.1% 9.6% 29.5% 45.2% 13.7% 4 1
Employees are involved in day to day
decision making by management
4.1% 22.6% 31.5% 36.3% 5.5% 3 1
Employees are encouraged to make
decisions in their daily operations
2.7% 16.4% 33.6% 37.0% 10.3% 3 1
4.7 Correlation Analysis
The findings in table 4.3 indicate the Pearson correlation (R) of top management support on implementation of
strategic plans. R is 0.690 at 0.05 level of significance. This implies that there is a strong positive linear correlation
between top management support and implementation of strategic plans. The strength of the relationship being
clear, allows the study to use other tests to test the contributions of top management support on execution of
strategic plans in Tanzania’s executive agencies.
Table 4.3: Correlations of Top Management Support and SP Implementation
Implementation of SP Top Management
Implementation of SP
Pearson Correlation 1 .690**
Sig. (2-tailed) .000
N 146 146
Top Management
Pearson Correlation .690** 1
Sig. (2-tailed) .000
N 146 146
**Correlation is significant at the 0.01 level (2-tailed).
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 127
4.8 Regression Analysis on Top Management Support
The study sought to establish the relationship of top management support and implementation of strategic plans
in Tanzania’s executive agencies. The following was the null hypothesis of studying this variable: 𝐻0: There is no
significant relationship between top management support and implementation of strategic plans; where = 0.05
Table 4.4: Model Summary for Top Management Support
Model R R Square Adjusted R
Square
Std. Error of the Estimate
.690a .477 .473 5.626
a. Predictors: (Constant), Top Management
`
The findings as shown in table 4.5 in respect to coefficient of determination 𝑅2 = 0.477 at significance level of 0.05
indicates that, 47.7% of the total variations in implementation of strategic plans is influenced by top management
support. This implies that, there is positive contribution of top management support by 47.7% on influencing
implementations of strategic plans in Tanzania’s executive agencies; and 52.3% is contributed by other factors not
considered in this study.
Table 4.5: Analysis of Variance (ANOVAa) for Top Management Support
Model Sum of Squares df Mean Square F Sig.
Regression 4152.042 1 4152.042 131.194 .000b
Residual 4557.328 144 31.648
Total 8709.370 145
a. Dependent Variable: Implementation of SP
b. Predictors: (Constant), Top Management
Further, the analysis of variance (ANOVA) results as indicated in table 4.5 confirms that, the model goodness of fit
is appropriate for this data since F = 131.194 and p-value of 0.000 is less than significance level of 0.05 with df = 144.
Hence, the null hypothesis ( 𝐻0) is rejected and it is concluded that there is a significant linear relationship between
top management support and implementation of strategic plans in Tanzania’s executive agencies. The result
correlates with Sidola, et al., (2012) who argues that, goodness fit means how well the model of the study fits the
data. This is so crucial indicator of equation to predict accuracy. Also, Waititu (2016) affirms that leadership has a
critical role in determining strategy execution performance in organisations and managers should not spare any
effort to persuade employees for better performance.
Table 4.6: CoefficientsaTop Management Support and Implementation of SP
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
(Constant) 27.196 2.487 10.935 .000
Top Management .519 .045 .690 11.454 .000
a. Dependent Variable: Implementation of SP
Furthermore, the results revealed that top management support have positive and significant effects on
implementation of strategic plans as indicated in Table 4.3. The model goodness of fit was ISP = 27.196 + 0.519X1+.
The model implies that a unit change in top management support will increase implementation of strategic plan
by the rate of 0.519, and even if top management support in non-existence, implementation of strategic plans in
executive agencies is still positive at a rate of 27.196; indicating that there are other factors such as organisation
resources, organisation culture, role of stakeholders and other related variables which can influence
implementation process and were not considered in this study.
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 128
5. CONCLUSION AND RECOMMENDATIONS
The study sought to measure how top management support influences implementations of strategic plans in
Tanzania’s executive agencies. The findings confirm that top management support influences implementation of
strategic plans in Tanzania’s executive agencies through timely decision making, involving employees,
empowering, and rewarding in the process of executing strategic plans in their organisations. Also, the results of
combined coefficients revealed that, the variable has t = 11.597 and p-value = 0.000 which is less than alpha = 0.05.
This implied that, individually and collectively top management support enhances implementation of strategic
plans in Tanzania’s Executive Agencies at significance level of 5%. Therefore, the study concludes that top
management support positively influences implementation of strategic plans in Tanzania’s executive agencies. In
light of these findings, the null hypothesis is rejected and the alternative hypothesis is confirmed.
Furthermore, the top management should make sure resources required for implementation of strategic plans such
as human, finance and facilities are available as planned in order to avoid failure of implementation process.
Continuous training and review also need to be emphasized in order to meet the changing need and demand
availed by internal and external environment. Coordination of resources and management commitment should
always be embraced for successful executions. Also, the management should continue supporting employees in
term of expertise, financial resources, and other resources which will add value in their efforts of executing
strategies.
6. AREAS FOR FURTHER STUDY
Moreover, due to the complex nature of public sector environment in Tanzania a similar study should be
conducted on pure civil service and local authorities in order to investigate whether there are any areas of
commonalities or unique factors with executive agencies in Tanzania’s public sector. Finally, the study findings
established that top management contributes only 47.0% of the variations in implementation of strategic plans.
This implies that 53% of the variations in implementation of strategic plans is contributed by other variables not
studied. Therefore, factors such as organisation structure, management styles, monitoring and evaluations, and
other related factors should be considered for further study in order to establish their contributions.
REFERENCES
Abok, A.M. (2013). Factors Affecting Effective Implementation of Strategic Plans in Non-Governmental Organisations In
Kenya, JKUAT-Nairobi: unpublished report.
Al-Mashari, M., Al-Mudimigh, A., &Zairi, M. (2003).Enterprise Resource Planning Taxonomy of Critical
Factors.European Journal of Operational Research.
Alexander, L. D. (2011). Strategy implementation: Nature of the problem. International Review of Strategic
Management, 2 (1), 73-91.
Amulyoto, C. N. (2004). Strategy as Vehicle for Change in Organizational Training. University of Nairobi, Nairobi:
Unpublished PhD thesis.
Aosa, E. (1992). Management in Africa: Contextual Factors and their influence. Nairobi: Nairobi University Press.
Awino, Z. B. (2007). The Effect of Selected Variables on Corporate Performance: A Survey of Supply Chain Management in
Large Private Manufacturing Firms in Kenya. University of Nairobi: Unpublished report.
Bana, B. A. &Ngware, S.A. (2006). Reforming the Public Service: The Tanzania Experience, In Kiragu, K
&Mutahaba, G (eds), Public Service Reform in Eastern and Southern Africa: Issues and Challenges; Dar es
Salaam: MkukinaNyota Publishers, 2000-224
Barney, J. (2001). Is the Resource-Based “View” A Useful Perspective for Strategic Management Research? Academy
of Management Review, 26 (1), 41–56.
Beer, M., &Eisenstat, R. A. (2000).The Silent Killers of Strategy Implementation and Learning.Sloan Management
Review, 29 (40).
Bryson, J. M. (2011). Strategic Planning for Public and Non-Profit Organizations a Guide to Strengthening and Sustaining
Organizational Achievement. San Francisco, CA: Jossey-Bass.
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 129
Cater, T., &Pucko, D. (2010). Factors of Effective Strategy Implementation: Empirical Evidence from Slovenian
Business Practice. Journal for East European Management Studies, 15(3), 207-236.
Caulfield, J. (2002). Executive agencies in Tanzania: Liberation and third world debt. Public Administration and
Development, 22 (2), 209-220.
Curtin. D. C., (1999). Aligning with vision and values.Leadership excellence, 23(4), 6.
David, F.R.(2003). Strategic Management: Concepts and Cases, (9th Ed), French’s Forest; Prentice Education Australia
Pty Ltd
Eisenbeiss, S., Van Kinppenberg, D., &Boerner, S. (2008). Transformational Leadership and Team Innovation:
Integrating Team Climate Principles. Journal of Applied Psychology, 93, 2438 - 2446
Franken, A., Edwards, C., & Lambert, R. (2009). Understanding the Critical Management Elements That Lead to
Success.California Management Review, 51(3).
Forman, J., &Argenti, P. A. (2005). How Corporate Communication Influences Strategy Implementation,
Reputation and the Corporate Brand: An Exploratory Qualitative Study. Corporate Reputation Review, 8,
245-264.
George, B., & S. Desmidt. (2014). A state of research on strategic management in the public sector: An analysis of
the empirical evidence. In P. Joyce and A. Drumaux (Eds.), Strategic management in public organizations:
European practices and perspectives, New York: Routledge.
Hambrick, D. C. (2007). Upper echelons theory: An update. Academy of Management Review, 32(2),334-343.
Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers.
Academy of Management Review, 9(2), 193-206.
Hardy, C. (1996). Understanding Power: Bringing About Strategic Change. British Journal of Management, 7(10),
4531- 4552.
Heyer, G. (2010). New Public Management a Strategy for Democratic Police Reform in Transitioning and
Developing Countries, Policing: An International Journal of Police Strategies & Management, 34, (3), 419-433.
Hoag, B, Ritschard, H. & Cooper, C. (2002).Obstacles to effective organizational change: the underlying reasons,
Leadership and Organizational Development Journal, vol. 23, no. 1, pp. 6– 15.
Horton, S. (2006). New Public Management: It’s Impact on Public Servant’s Identity, International Journal of Public
Sector Management, 19, (6), 533-542.
Imbali, T; Muturi, W; &Abuga, M.V. (2016). Factors Influencing Strategy Implementation in The Tourism Industry:
A Study of Maasai Mara National Park in Kenya, European Journal of Business and Management, 8 (7), 2016-
2031.
James, O. (2003). The executive revolution in Whitehall. London: Palgrave.
Janis, F., & Paul, A. A. (2005). How Corporate Communication Influences Strategy Implementation, Reputation
and Corporate Brand: An Exploratory Qualitative Study. Corporate Reputation Review, 8(3), 245-264.
Jarzabkowski, P. &Balogun, J. (2009).The Practice and Process of Delivering Integration Through Strategic
Planning; Journal of Management Studies, 46 (8), 1255-1288.
Joshi, A., &Ayee, J. (2009).Autonomy or organisation?Reforms in the Ghanaian internal revenue service.Public
Administration and Development, 29 (1), 289-302.
Joyce, P. (2001). Strategic Management for The Public Services. Buckingham: Open University Press.
Jung-Chi, P., & Chi-Hung, Y. (2008). Factors affecting the implementation of e-business strategies: An empirical
study in Taiwan. Management Decision, 46(5), 681-690
Kothari, C. R. (2011). Research Methodology: Methods and Techniques.(2ndEd.). Revised New Age International (P)
Limited Publishers, New Delhi.
Koufopoulos, D. N. &Chryssochoidis, G. M. (2000).The Effects of an Uncertain Country Environment upon
Leadership and Strategic Planning Practices.Journal of Strategic Change, 9 (1), 379-395.
Kouzes, J. M., & Posner, B. Z. (2010).The Leadership Challenge: How to Keep Getting Extraordinary Things Done in
Organizations. New York: Jossey-Bass Publishers, 2005.
Lamb, K.B., & McKee, W.L. (2004). Ten years of the strategic quarterly: contributions and challenges for the future.
Strategic Quarterly, 11 (4).
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 130
Lares-Mankki, L. (2014). Strategy Implementation Bottlenecks: Identification, Analysis and Removal, Lappeenranta;
Lappeenranta University of Technology
Letting, S. L. (2009).Leadership in Strategic Management: A Theory of Corporate Governance Emergence. University of
Nairobi: Unpublished PhD Thesis.
Li, Y., Guohui, S., &Eppler, J.M. (2010).Making Strategy Work: A Literature Review on the Factors Influencing Strategy
Implementation.ICA Working Paper 2/2008.
Marginson, D. E. W. (2012). Management control systems and their effects on strategy formation at
middlemanagement levels: Evidence from a UK organization. Strategic Management Journal, 23, 1019-31.
Mavhiki, M. S. (2012). Strategic Role of Leadership in Strategy Implementation in Zimbabwe's State-Owned
Enterprises.International Journal of Business and Social Science, 3(5), 161- 271.
Miller, S., Wilson, D., &Hickson, D. (2004).Beyond Planning: Strategies for Successfully Implementing Strategic
Decisions. Long Range Planning, 37(3), 201-218.
Mintzberg, H. (2004). The Fall and Rise of Strategic Planning. Harvard Business Review.1603.
Moore, M. H. (2000). Managing for Value: Organizational Strategy in For-Profit, Non-Profit, And Governmental
Organizations, Non-Profit and Voluntary Sector Quarterly, 29 (10), 183– 204.
Morgan, M., Levitt, R.E. &Malek, W. (2007).Executing Your Strategy; How to Break It Down and Get It Done.USA:
Harvard Business Publishing.
Mugenda, O.M., &Mugenda, A.G. (2003).Research Methods: Quantitative and Qualitative Approaches. Nairobi: Acts
Press.
Mulube, J. K. (2009). Effects of organizational culture and competitive strategy on the relationship between human resource
management strategic orientation and firm performance. University of Nairobi: Unpublished PhD Thesis.
Mumenya, A. G; Mokaya, S.O &Kihara, C. M. (2014). Leadership as A Factor Affecting Effective Strategy
Implementation in Manufacturing Industry in Nakuru County Kenya: A Case Study of Bidco Oil
Refineries Limited; International Journal of Science and Research (IJSR), 3, (10)
Musyoka, L. (2011). Challenges of Strategy Implementation in Jomo Kenyatta Foundation.International Journal of
Current Research, 3(11), 301-308.
Ng’ang’a, W.J &Ombui, K. (2013). Factors Influencing Implementation of Strategic Plans in Public Secondary
Schools in Lari District, Kiambu County; International Journal of Science and Research (IJSR), 2 (11), 2319-7064
Noble, C. H. (2008).The Eclectic Roots of Strategy Implementation Research.Journal of Business Research, 45, 119-
134.
Okioga, C.K. (2012). Strategies Which Are Key to The Success of The Corporate Institution in Kenya. A Case of
Selected Corporate Institutions in Kenya.European Journal of Business and Management, 4 (15), 31-43.
Okumus, F. (2003).A Framework to Implement Strategies in Organizations.Management Decision, 41 (9), 871 –882.
Orodho.J.A. (2009).Elements of Education and Social Science Research Methods.Nairobi; Kenya, Kanezja Publishers.
Osoro, D. E. (2009). Agency theory in the not-for-profit sector: its role at independent colleges. Nonprofit and
Volunteer Sector Quarterly, Vol. 29 No.2.
Paul, J. (2004). Public Sector Strategic Management the Changes Required, Strategic Change, 13 (1), 107–110.
Peterson, R. S., Smith, D. B., Martorana, P.V., & Owens, P. D. (2003). The impact of Chief Executive Officer
personality on Top Management Team dynamics: One Mechanism by which Leadership affects
Organisation Performance. Journal of Applied Psychology, 88 (5), 795 - 808
Prince, M. (2000). Banishing bureaucracy or hatching a hybrid? The Canadian food inspection agency and the
politics of reinventing government.Governance, 13 (2), 215-232.
Saunders, M., Lewis, P. &Thornhill, A. (2012).Research Methods for Business Students, (6th Ed), Pearson Education
Limited, Edinburgh Gate, Harlow.
Sekaran, U. (2010). Research Methods for Business: A Skill Building Approach.(5thed). USA: John Wiley & Sons
Publisher.
Sidola, A., Kumar, P., & Kumar, D. (2012) System dynamics investigation of information technology in small and
medium enterprise supply chain. Journal of Advances in Managerial Research, 9(2), 199-254
Sirkin, H.L., Keenan, P., & Jackson, A. (2005). The Hard Side of Change Management, Harvard Business Review, 83
(10), 109 – 118.
Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive
Agencies.
East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 131
Smullen, A. (2007). Translating agency reform: rhetoric and culture in comparative perspective, PhD Dissertation.
Rotterdam.
Syrett, M. (2007).Successful Strategy Execution. How to Keep Your Business Goals on Target? London: Profile Books Ltd.
Taylor, B. (1995). The New Strategic Leadership – Bringing changes, getting results. (2nd Ed.).Strategic Environment
handbook. London: Pitman.
Thompson, A.A., Strickland, A.J., & Gamble, E.J. (2007). Crafting and Executing Strategy: Texts and Readings.
(15thEd). New York: McGraw-Hill Irwin.
Wambui, G. L. (2006). Managers and Strategy Implementation in NGOs.University of Nairobi: Unpublished Report.
Waititu, J.W. (2016). Relationship between Strategy Implementation and Performance in Commercial Banks in
Nairobi County Kenya; International Journal of Business and Management; 11 (9), 2016 – 2040.
Wheelen, T. L. & Hunger, J. D. (2000).Strategic Management and Business Policy.Entering 21st Century Global Society.
Addison Wesley Longman, Inc.
Yamamoto, K. (2006). Performance of semi-autonomous public bodies: linkage between autonomy and
performance in Japanese agencies. Public Administration and Development, 26 (1), 35- 44.
Zaribaf, M., & Bayrami, H. (2010).An Effective Factors Pattern Affecting Implementation of Strategic Plans.Academic
and Business Research Institute.