Strategy Implementation Practices and Performance of Pharmaceutical Firms in Kenya.
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Date
2020
Authors
David, Karenye Kimani
Journal Title
Journal ISSN
Volume Title
Publisher
Kenyatta University
Abstract
Strategic management process is an important framework that supports all sizes of enterprises with
opportunities to operate in a competitive environment which has a direct impact on organization
performance. The implementation of formulated strategies impacts on the organization
performance. Foregoing researches in Kenya have not looked at the effects of strategy
implementation practices on performance of pharmaceutical firms hence a contextual gap. The
study general objective was to establish the effects of strategy implementation practices on the
performance of pharmaceutical firms in Kenya. The theories upon which the study is anchored
are; Balance Scorecard, Resource based view, McKinsey 7S and the Organizational culture Model.
The study was carried out at 25 randomly selected pharmaceutical firms within Nairobi
Metropolitan and immediate environs. The selection was based on similarities of the firm’s
activities and their location in a common area, thereby providing a basis for comparing the aspects
of strategy implementation practices and performance. The target population was 80 which
included; Human resource managers, Finance managers, Marketing managers, Regulatory
managers and Operation managers in the 40 pharmaceutical firms. A random sampling design of
50% was used to achieve the desired sample size. A cross–sectional survey which provides a real
time snapshot using pre–tested questionnaires was used to collect data from respondents. The
reliability and validity of the questionnaire was ascertained by a pilot test. Descriptive analysis
statistics were presented in frequency tables, pie-charts and histograms. Non-parametric tests
checked for associations, whereas the regression modellings assessed for overall organization
performance with all predictor variables. The strategy implementation practices; Leadership styles,
Employees development, Communication were significantly (p ≤0.05) associated with
performance with exception of organizational culture (p =0.199).However the final regression
model was significant indicating a combined effect of the predictor variables on the performance
of pharmaceutical firms in Kenya. The research recommends a multidimensional strategy
implementation practices to promote better performance and longitudinal studies to trend the
organization performance following the implemented practices.
Description
A Research Project Submitted to the School Of Business in Partial
Fulfilment of the Requirement for the Award of the Degree of
Master in Business Administration (Strategic Management),
Kenyatta University
Keywords
Strategic management, Pharmaceutical firms, Balance Scorecard, Resource based view, McKinsey 7S, Organizational culture Model