Corporate strategy implementation in construction industry in Kenya: A case of H-young & Co. East Africa Ltd, in Nairobi, Kenya
Munuhe, Simon Gachie
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Organizations seem to have difficulties in implementing their strategies. The construction industry is the engine of infrastructure development in the country. The industry from independence has experienced substantial growth. Despite such growth, major construction works in Kenya have been undertaken by foreign firms due to lack of adequate local capacity in the industry. There is non-implementation of the national planning and building authority regulations 2010. This fairly comprehensive and reportedly useful document has not been implemented due to prevailing competition of domicile: Several Ministries feel that they are the correct domicile for the Authority. In the context of this study, the fact that these construction industries have strived from various stages alongside the adoption of various organizational strategies indicates that it has not been easy to achieve optimum strategy implementation. None of the known local studies has ever focused on corporate strategy implementation in construction industries. Given the importance of these processes, this study therefore sought to fill the gap by analyzing the factors affecting implementation of strategic decision among construction industries in Kenya a case of H-Young & Co. East Africa Ltd. The objective of the study was to establish the challenges of strategy implementation in construction industries in Kenya a case of H-Young & Co. East Africa Ltd. The study sought to achieve the following specific objectives: To investigate the effect of commitment of the top level management; effect of communication on strategy implementation; effect of coordination of activities and the effect of organizational culture on strategy implementation at H-Young & Co. East Africa Ltd in Nairobi Kenya. For the purposes of this study, the researcher employed descriptive research design. This research was conducted through a case study since it is a research on one organization. The researcher used both primary and secondary data. Primary data was collected using self-administered questionnaire while secondary data was collected by use of desk search techniques from published reports and other documents. The respondents of this study were the employees at H-Young & Co. East Africa Ltd in Nairobi Kenya who included directors and other staff in the ranks of management including top level managers, middle level managers and lower level managers. Quantitative data collected was analyzed by the use of descriptive statistics using SPSS and presented through percentages, means, standard deviations and frequencies. The study also used inferential statistics to measure the quantitative data which used multiple regressions using the SPSS. A total of 56 questionnaires were distributed to 56 employees of H-Young & Co. East Africa Ltd in all the departments. The study collected data from 50 respondents which constituted response rate of 89.2 % which was adequate for statistical generalization of the study findings. The information was displayed by use of bar charts, graphs and pie charts and in prose-form. The researcher further employed a multivariate regression model to study the relationship between organizational culture, commitment of top level management, effect of communication process and co-ordination of activities and strategy implementation. The study established that Organisation culture influences adherence to organizational vision, mission and values thus steering the implementation of organizational startegy in the construction industry; strategy implementation requires a strong alignment between employee attitudes and strategic goals and objectives. The study established that commitment of top level management influence strategy implementation in the construction industry it revealed that while management’s commitment is a positive signal for organization to enhance strategy implementation firms in construction industry. The study established that communication is a key success factor in strategy implementation. Communication processes should be planned to match requirements for a strategy to be implemented.