Determinants of Strategy Implementation among Regulatory Authorities in Kenya: Case of National Construction Authority

Abstract

The study sought to establish the determinants that influence implementation of strategies among regulatory authorities in Kenya and specifically the National Construction Authority. The study specifically sought to determine if organizational resources, management commitment and corporate communication determined strategy implementation at National Construction Authority. The Resource based view, administrative theory and the stewardship theory were used to guide the study. Descriptive research design was used to target 423 employees of the National Construction Authority. Census method was utilized to select all the two employees in the top executive position and the 21 employees in the middle level corporate leadership. The researcher used simple random sampling approach to select the study respondents. The sample size was calculated as 30% of the targeted population, which was equal to 120. Thus, the figure of the total sample size of both the top, middle level management and the staff was 143. The reliability and validity of the questionnaires was tested using Cronbach’s alpha model. The validity of the survey tool was evaluated by checking whether the content is adequate for the concept intended to be measured and whether the elements in a certain scale is actually assessing the construct intended to be assessed. Descriptive analysis was applied to provide a summary of the perceived level of organizational resources, management commitment, corporate communication and strategy implementation. Multiple Regression analysis was used to determine if organizational resources, management commitment and corporate communication significantly influence strategy implementation. Anonymity was upheld by not asking the respondents to record their names in the questionnaire. A p-value of 0.001 and 0.002 shows that the study fails to accept that both organizational resources and corporate communication do not determine strategy implementation at National Construction Authority, Kenya. Also, p-value of 0.810 shows that the study fails to reject that management commitment does not significantly determine strategy implementation at NCA, Kenya. This is shows a statistically significant relationship between organizational resources and corporate communication (independent variables) and dependent variable. However, both management commitment and strategy implementation are insignificantly related. The research investigation recommends the management of NCA to always allocate enough finances in its financial budget aligned to the firm’s strategic initiatives in order to achieve successful strategy implementation. The management should always ensure that its human resource has adequate knowledge and skills on strategy formulation and implementation for NCA to really achieve its strategic goals.