Browsing by Author "Nyongesa, Fidelis Menasi"

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    Risk Response Approaches and Project Delivery among Non-Governmental Organizations in the Humanitarian Sector in Nairobi City County, Kenya
    (Strategic Journals, 2025-05) Nyongesa, Fidelis Menasi; Ngugi, Lucy
    This research examined the influence of risk responses on project results in humanitarian sector in nongovernmental organization (NGOs) in Nairobi City County, Kenya. A descriptive research design was used for a population of 1,252 humanitarian NGOs in Nairobi. 125 NGOs were randomly selected of which humanitarian project of one organization was investigated. Data collection underwent use of structured questionnaires administered to 375 respondents, project managers and technical staff. The analysis was carried out using the SPSS software version 24, which made use of descriptive and inferential analysis. Results established that mechanisms of transferring risk, such as legal contracts, hiring of experts, and insuring contracts, detached the uncertainty and financial risks and, therefore, made project delivery possible. Security inspection, emergency planning, and structured plans, greatly reduced project failures. Control measures against risk like identification, classification, and regular risk assessment enhanced project performance through early remedies on likely challenges. A series of multiple linear regression analysis found that all of the four risk response strategies significantly affected project delivery. Risk control and risk communication was the most significant parameter for project success whereas risk retention had least effect. The research confirmed the NGOs’ higher level of project success based on effective risk management planning; better cost-effectiveness, punctual completion, and better-quality outputs. This study makes a meaningful contribution to the body of knowledge of risk management in project implementation and will also be useful to NGO managers and policymakers, as well as donors. The findings suggest that NGOs should find means of continuously positively improving risk management systems and enhance risk control measures through risk transfer and prevention. Future studies are recommended on practice integration of emerging risk management technologies such as artificial intelligence and predictive analytics for NGO project management.
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    Risk Response Approaches and Project Delivery among Non-Governmental Organizations in the Humanitarian Sector in Nairobi City County, Kenya
    (Kenyatta University, 2025-12) Nyongesa, Fidelis Menasi
    Project success depends on how projects perform, influenced by aspects such as project complexity, contractual timelines, stakeholder capabilities, project manager competencies, and interpersonal relationships among project parties. The research was motivated by persistent challenges in NGO project implementation, including cost overruns, delays, and unmet objectives. This study examined the influence of risk response approaches and project delivery among non-governmental organizations in the humanitarian sector in Nairobi City County, Kenya. Key risk response strategies assessed included risk transfer, risk prevention, risk control, and risk retention. The study was grounded in expectation theory, enterprise risk management theory (ERM), network theory, and resource-based theory (RBT). A descriptive research design was employed for a population of 1,252 humanitarian NGOs, with 125 NGOs randomly selected and data collected from 375 project managers and technical staff using structured questionnaires. Data analysis was performed using SPSS version 24, employing descriptive statistics, Pearson correlation, and multiple linear regression. Descriptive results showed moderate to high reliance on risk response strategies: risk prevention had the highest aggregate mean of 3.9561 (SD = 0.47697), followed by risk control (mean = 3.7848, SD = 0.53485), risk transfer (mean = 3.7181, SD = 0.54035), and risk retention (mean = 3.6921, SD = 0.55630). Project delivery scored a mean of 3.7793 (SD = 0.56465), indicating overall effective implementation. Correlation analysis revealed positive relationships between all risk strategies and project delivery, with risk control showing the strongest correlation (r = 0.603, p < 0.01) and risk transfer the lowest (r = 0.475, p < 0.01). Multiple linear regression indicated that the model significantly predicted project delivery (R² = 0.752, F (4,296) = 228.916, p < 0.001). Specifically, risk transfer (β = 0.673, p < 0.001), risk prevention (β = 1.296, p < 0.001), and risk retention (β = 1.490, p < 0.001) had positive and significant effects on project delivery, while risk control had a negative but marginally insignificant effect (β = -0.470, p = 0.053). These findings demonstrate that effective risk management, particularly in prevention, transfer, and retention, enhances NGO project performance by improving cost control, timely completion, scope adherence, and output quality. The study contributes to knowledge on risk management in humanitarian projects and provides practical guidance for NGO managers, policymakers, and donors. It recommends continuous improvement of risk management systems, emphasizing risk prevention and transfer, and calls for future research on integrating emerging technologies such as artificial intelligence and predictive analytics into NGO project management.