Strategic Implementation Practices and Performance of Non-Governmental Organizations in Juba, South Sudan.
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Date
2024-08
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Kenyatta University
Abstract
In management research, the effect of strategic implementation practices on organizational performance has gained attention, particularly in the context of non-governmental organizations. In a demanding context such as Juba, South Sudan, where political instability and scarce resources are common, comprehending these dynamics is crucial to enhancing operational efficiency and accomplishing sustainable development objectives. Although non-governmental organizations are essential in meeting South Sudan's socio-economic needs and addressing humanitarian crises, empirical studies examining the impact of strategic implementation practices on performance are scarce. the study addresses the gap by investigating the effect of strategic implementation practices on the performance of national NGOs in Juba, South Sudan. It specifically looked into how strategic leadership, resource allocation, efficient communication, and cross-functional coordination affect performance in the area. Three main theories served as the foundation for the investigation: the performance theory, the upper echelon theory, and the resource-based view theory. The study applied a quantitative survey design to collect data using questionnaires administered to a sampled target population comprising 203 national organizations’ personnel across national organizations, comprising project managers, country directors, monitoring, evaluation, and learning officers, human resource officers, and project officers chosen through a simple random sampling technique. A test project with 25 national organizations was conducted to evaluate the accuracy and dependability of research tools. A quantitative survey design through questionnaires was used in pre-testing and actual field data collection. For further analysis, standard deviations were used in conjunction with inferential statistics, like linear regression, to examine quantitative data. The results showed that the organization's cross-functional coordination had a positive effect and that there was broad consensus regarding legal compliance and comprehension. Performance within the organization was positively connected with resource allocation. Positive correlations were also found in organizational communication, especially when it came to the accessibility of communication tools and the conciseness of verbal communication. Strategic Leadership has been demonstrated to have a positive impact on important areas like task delegation, teamwork, and support. Moreover, the study discovered that there was a 1.386 t-value and a 0.168 p-value for the relationship between performance and strategic implementation practices. The research found that strategic implementation practices did not have a meaningful impact on the performance of national non-governmental organizations in Juba, South Sudan, due to a p-value exceeding 0.05 at a 5% significance level. The study recommended that national non-governmental organizations should develop a unified governance framework that integrates coordinated governance, strategic resource allocation, effective communication, and dynamic leadership. Implementing these recommendations will not only improve organizational efficiency and accountability but also position NGOs to deliver greater impact in a challenging post-conflict working environment.
Description
A Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfillment of the Requirements for the Award of a Degree in Master of Business Administration (Strategic Management Option) of Kenyatta University, August 2024.
Supervisor
Abel Anyieni