Strategy Institutionalisation and Performance of State Owned Corporations in the Electricity Sub - Sector in Kenya

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dc.contributor.authorKirui, Caleb Cheruiyot
dc.date.accessioned2017-12-30T06:34:26Z
dc.date.available2017-12-30T06:34:26Z
dc.date.issued2016-11
dc.descriptionA Thesis submitted to the School of Business in Partial Fulfillment of the Requirement for the Award of the Degree of Doctor of Philosophy in Business (Strategic Management) , Kenyatta University, November, 2016en_US
dc.description.abstractStrategy institutionalisation involves developing an organisational capability to a point where it is fully supportive of a new strategy. To attain Vision 2030, the government recognizes the importance of strategy institutionalisation on organisational performance. The electricity sub-sector plays an important role in facilitating economic growth of the country. Statistics, however, show that strategic objectives have not been achieved thus affecting the performance of state-owned corporations in the electricity sub-sector. This study investigated the influence of strategy institutionalisation on the performance of state-owned corporations in the electricity sub-sector in Kenya. The specific objectives of the study were; determining the influence of systems, leadership style, and organisational structure and staff skills on the performance of state-owned corporations in the electricity sub-sector in Kenya and to establish the moderating influence of corporate culture on the relationship between strategy institutionalisation and performance of these state-owned corporations. The study was anchored on the Institutional and Organisational Assessment Model, the Stakeholder theory, the Balance Scorecard Theory and the McKinsey Seven S's Model. The study’s philosophical orientation was positivism. To achieve the objectives, the study used a combination of descriptive and explanatory research designs. A census of seven state-owned corporations in the electricity sub-sector with a total of 512 management employees was conducted. The study used mainly Primary data collected using self-administered questionnaire. Quantitative data was analysed using both descriptive and inferential statistics. Descriptive statistics was used to summarize data while inferential statistics applied multiple regression analysis to test hypothesised relationships. Content analysis was also used for qualitative data. Adjusted R2 was used to measure the amount of variation in the dependent variable explained by the independent variables. The results indicated that systems, leadership style, organisational structure and staff skills had a positive and significant influence on the performance of corporations in the electricity sub-sector in Kenya. Corporate culture was found to have no moderating influence on the relationship between strategy institutionalisation and performance of state-owned corporations in electricity sub-sector in Kenya. Hence, corporate culture was an explanatory variable. The study concludes that strategy institutionalisation dimensions have a positive influence on the performance of the state-owned corporations in the electricity sub-sector in Kenya. The study recommends that chief executive officers should put in place systems that support implementation initiatives, ensuring that tasks to be performed are related to the strategy, and recognise and reward progress in implementation of change. The study suggests that a similar study can be conducted in other corporations in the Energy Sector to further determine the causal links and also explore the influence of corporate culture as an explanatory variableen_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/18053
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.titleStrategy Institutionalisation and Performance of State Owned Corporations in the Electricity Sub - Sector in Kenyaen_US
dc.typeThesisen_US
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