An assessment of the determinants of strategy implementation at the Kenya Sugar Board, Nairobi

Abstract

This research study carried out an assessment of the determinants of strategy implementation at The Kenya Sugar Board, the regulatory body of the Kenyan Sugar Industry. The study was guided by four key concepts on strategy implementation: - Resource Allocation, Managerial Behavior, Institutional Policies and Rewards and Incentives. The study analyzed the decision process of accepting or rejecting the influence of each of the four independent variables on strategy implementation by the sugar regulator. The research design was a case study carried out at The Kenya Sugar Board headquarters and selected sugar milling factories (Nzoia Sugar Company, Mumias Sugar Company and Chemelil Sugar Company). The population for this study was made up of members of the institutions' middle and top management. The sample for the study was made up of 72 members of the institutions' middle and top management. Of the 72 respondents, 50 responses were from questionnaires while 22 were from interviews. The researcher analyzed the presence, meanings and relationships on the concept of strategy implementation which was summarized in comparison with the theory captured in the literature review. Qualitative and quantitative analysis of data was done in order to answer the four research questions of this study. Descriptive statistical analysis techniques were used. The study used a structured questionnaire and interviews as the data collection instruments. The study concludes that managerial behavior, rewards and incentives and resource allocation are strong determinants of strategy implementation at The Kenya Sugar Board. Institutional policies were revealed to be weak in influencing strategy implementation at The Kenya Sugar Board. The study recommends that the Kenya Sugar Board should ensure that there is proper framework for setting goals, defining key actions and mobilizing resources to fund the activities that will achieve goals of the strategic plan. This will provide an opportunity for the exchange of ideas by key stakeholders in the industry and increase awareness of industry-wide limitations and opportunities leading to a greater appreciation of actions to be undertaken. The Board must also ensure a high level of sensitization among management, and where necessary implement practical programmes for capacity building to improve skill and motivate the willingness to participate by the staff members. Further study is recommended within the concept of strategy in the sugar industry in areas such as corporate governance, strategy and performance, change management that may be of great importance to the body of knowledge and society.