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  1. Home
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Browsing by Author "Otwako, Pascal Okumu"

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    Strategic Implementation Practice and Performance of NonGovernmental Organizations in Juba, South Sudan
    (International Journal of Innovative Research and Advanced Studies (IJIRAS), 2024-11) Otwako, Pascal Okumu; Anyieni, Abel G.
    In management research, the effect of strategic implementation practices on organizational performance has gained attention, particularly in the context of non-governmental organizations (NGOs). In a demanding context such as Juba, South Sudan, where political instability and scarce resources are common, comprehending these dynamics is crucial to enhancing operational efficiency and accomplishing sustainable development objectives. Although nongovernmental organizations (NGOs) are essential in meeting South Sudan's socio-economic needs and addressing humanitarian crises, empirical studies examining the impact of strategic implementation practices on NGOs' performance are scarce. The research project aimed to investigate the influence of strategic implementation techniques on national NGOs' performance in Juba. The study specifically investigated how strategic leadership, resource allocation, efficient communication, and cross-functional coordination affect NGO performance in the area. Three main theories served as the foundation for the investigation: the performance theory, the upper echelon theory, and the resource-based view theory. The main instrument for gathering data was a questionnaire that was directed at project managers, country directors, monitoring, evaluation, and learning officers, human resource officers, and project officers. Yamane's (1967) sample size formula was used to choose a representative sample for data collection. A test project with national NGOs was conducted in western Kenya to evaluate the accuracy and dependability of research tools. Descriptive statistics, such as averages and standard deviations, were used in conjunction with inferential statistics, like linear regression, to examine quantitative data. Performance within the organization was positively connected with resource allocation. The study suggested adopting flexible budgeting processes to adapt to organizational needs, conducting regular cost-benefit analyses, assessing workforce needs, promoting employee engagement and retention through competitive compensation and advancement opportunities, and aligning employee skills with tasks for optimal resource utilization. Proper documentation and communication of this framework are essential for maintaining consistency in governance practices.
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    Strategic Implementation Practices and Performance of Non-Governmental Organizations in Juba, South Sudan.
    (Kenyatta University, 2024-08) Otwako, Pascal Okumu
    In management research, the effect of strategic implementation practices on organizational performance has gained attention, particularly in the context of non-governmental organizations. In a demanding context such as Juba, South Sudan, where political instability and scarce resources are common, comprehending these dynamics is crucial to enhancing operational efficiency and accomplishing sustainable development objectives. Although non-governmental organizations are essential in meeting South Sudan's socio-economic needs and addressing humanitarian crises, empirical studies examining the impact of strategic implementation practices on performance are scarce. the study addresses the gap by investigating the effect of strategic implementation practices on the performance of national NGOs in Juba, South Sudan. It specifically looked into how strategic leadership, resource allocation, efficient communication, and cross-functional coordination affect performance in the area. Three main theories served as the foundation for the investigation: the performance theory, the upper echelon theory, and the resource-based view theory. The study applied a quantitative survey design to collect data using questionnaires administered to a sampled target population comprising 203 national organizations’ personnel across national organizations, comprising project managers, country directors, monitoring, evaluation, and learning officers, human resource officers, and project officers chosen through a simple random sampling technique. A test project with 25 national organizations was conducted to evaluate the accuracy and dependability of research tools. A quantitative survey design through questionnaires was used in pre-testing and actual field data collection. For further analysis, standard deviations were used in conjunction with inferential statistics, like linear regression, to examine quantitative data. The results showed that the organization's cross-functional coordination had a positive effect and that there was broad consensus regarding legal compliance and comprehension. Performance within the organization was positively connected with resource allocation. Positive correlations were also found in organizational communication, especially when it came to the accessibility of communication tools and the conciseness of verbal communication. Strategic Leadership has been demonstrated to have a positive impact on important areas like task delegation, teamwork, and support. Moreover, the study discovered that there was a 1.386 t-value and a 0.168 p-value for the relationship between performance and strategic implementation practices. The research found that strategic implementation practices did not have a meaningful impact on the performance of national non-governmental organizations in Juba, South Sudan, due to a p-value exceeding 0.05 at a 5% significance level. The study recommended that national non-governmental organizations should develop a unified governance framework that integrates coordinated governance, strategic resource allocation, effective communication, and dynamic leadership. Implementing these recommendations will not only improve organizational efficiency and accountability but also position NGOs to deliver greater impact in a challenging post-conflict working environment.

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