Organizational Resources and Strategy Implementation in Non-Profit Organizations; A Case of Kenya Medical Research Institute, Kenya
Loading...
Date
2019
Authors
Ngui, David Lavu
Maina, James Rugami
Journal Title
Journal ISSN
Volume Title
Publisher
IJCAB Publishing Group
Abstract
Most NPOs in Kenya have not fully embraced the use of strategic plans due to the difficulties
involved in development implementing of strategic plans. There are many factors that hamper
implementation of strategic planning an organisation including inadequate financial resources,
human resources, technological competences and organisational culture. The aim of the study was
to determine the influence of organizational resources on Strategy Implementationin Non-Profit
Organizations with a key focus on The Kenya Medical Research Institute Wellcome Trust Research
Programme based in Kilifi County, Kenya. The specific objectives of the study were to examine
influence of financial resources on strategic plan implementation, influence of human resources,
and influence of technological competences on strategic plan implementation. The study was
guided two theories, Resource Based View theory and Learning organisation theory. The research
employed a descriptive survey research design. The study’s population was the management staff
at KWTRP who were 60 according to the KWTRP (2018). Since the population was small, a census
was adopted. The primary data was collected by use of self-administered semi-structured
questionnaire. Data analysis was done by use of descriptive statistics such as frequencies,
percentages, mean scores and standard deviation with the aid of SPSS and presented through
tables, charts, graphs, frequencies and percentages. The study established that human resources,
financial resources and technology competence had a positive and significant influence on the
implementation of strategy at KWTRP. The study concluded that an organization’s workers
important assets as they consistently contribute to an organization’s efficient functioning. That
proper allocation of financial resources allows managers to put together more productive and
efficient workplace teams and enables them to assess their schedules and predict the availability
of resources in real time effectively and that technology competence lies in its ability to streamline
interaction both internally and externally. One of the essential benefits of software expertise is its
potential by promoting strategic thinking and knowledge transfer to improve the competitive
advantage of an organization in the marketplace. The study recommends that the organisation
incorporate top-down and bottom-up plan development on human resources in order to gain input
from the lower management tier and involve workers in formulating strategies in order to
significantly increase their contribution to executing a strategy. The study advises that the
leadership of the institute should provide enough financial resources to execute strategies
effectively. For each assignment within the plan, periodic cost estimates are important so that the
use of financial resources can be made as efficiently as possible. On technology competence, the
study suggests that management should seek more support for technical ways of executing
strategies by having clear and articulated career paths for their staff, leave room for improvement
to ensure cohesion of efforts in support of the implementation of the strategy. Similar studies
should be carried out in private and public organizations since this study only focussed on nonprofit organizations.
Description
An Article Published in International Journal of Current Aspects
Keywords
Organizational Resources, Human Resources, Financial Resources, Technological Competence, Strategy Implementation, Non-Profit Organizations, Kenya Medical Research Institute
Citation
Ngui, D., & Maina, J. (2019). Organizational Resources and Strategy Implementation in NonProfit Organizations; A Case of Kenya Medical Research Institute, Kenya. International Journal of Current Aspects, 3(VI), 33-51. https://doi.org/10.35942/ijcab.v3iVI.77