Organizational Resources and Strategy Implementation in Non-Profit Organizations. A Case of Kenya Medical Research
Ngui, David Lavu
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There are many factors that a firm has at its disposal that influence how strategy is implemented. Some of these factors include a firm’s human resources capital, its technological competences, access to financial resources and organizational behaviour. The study’s main objective was to investigate the influence of organizational resources on the strategy implementation at Wellcome Trust initiative of the Kenya Medical Research Institute in Kilifi County, Kenya. The study had three specific objectives; to investigate the effect of financial resources on strategy implementation, to establish the effect of human resources on strategy implementation and lastly evaluate the influence of technological competence on strategy implementation. The study was guided by two theories, the firm's resource-based perception theory and the learning organization theory. The population composed of KEMRI Kilifi 60 management staff. There was a small population, and hence census as used. Primary data was gathered using the self-administered semi-structured questionnaires. Data analysis was performed with a descriptive statistic, that is, with the help of graphs, diagrams, charts, frequencies and percentages and the standard deviation by use of Statistical Package for the Social Sciences. Main findings of the study were that the KWTRP Plan was strongly and significantly affected by human resources, financial resources and technical abilities. The study found that staff are valuable assets because they add continuously to the productivity of an enterprise; the correct distribution of financial resources makes it possible for management to create more productive and efficient work teams. A correct distribution of financial resources often enables administrators to accurately determine their plans and forecast resourced performance in real-time and technical capability to rationalize activity both internally and externally. The financial resources are distributed accordingly. One of the underlying advantages of technical know-how is the potential to facilitate strategic thinking and the diffusion of technology to enhance the competitive advantage of an enterprise on the market. It was suggested that for an organization to obtain feedback from the lower management stage, combines the integrated and bottom-up development of human resources and engages staff in developing strategies to increase their commitment to the strategy's execution significantly. The study suggests that the Institute's leadership should provide ample financial resources to implement policies effectively. Periodic cost estimates are necessary for each task in the plan to ensure that the use of financial resources is as efficient as possible. Concerning technological expertise, the study suggests that management can provide more significant guidance for the functional aspects in which policies are applied through having clear and defined career paths for their employees and leaving room for improvement to maintain unity in efforts to support the execution of the policy. Similar studies should be conducted in private and public organizations, as this study focuses only on non-profit organizations.