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

ii

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

iii

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

iv

COPYRIGHT

© 2017


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.

v

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,

12

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


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

18

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

20

inverted or negative relationship between their tenure and organizational financial

performance.


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


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


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


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



administrative system in an organization facilitates strategy execution at UNHCR.

Figure 0.2: Administrative System

4.3.7 Organization Change Management System



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



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


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


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


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


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


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


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


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


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


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


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


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


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.



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



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


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


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.


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



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


The political climate in Kenya affects strategy

implementation

The civil society movement in Kenya affects the process


The economic environment in Kenya affects the process


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



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

an assessment of effective strategy implementation …

Documents