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.