Strategy Implementation Practices and Performance of Pharmaceutical Firms in Kenya.

Simple item page
dc.contributor.authorDavid, Karenye Kimani
dc.date.accessioned2021-03-10T07:53:31Z
dc.date.available2021-03-10T07:53:31Z
dc.date.issued2020
dc.descriptionA 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 Universityen_US
dc.description.abstractStrategic 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.en_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/21879
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectStrategic managementen_US
dc.subjectPharmaceutical firmsen_US
dc.subjectBalance Scorecarden_US
dc.subjectResource based viewen_US
dc.subjectMcKinsey 7Sen_US
dc.subjectOrganizational culture Modelen_US
dc.titleStrategy Implementation Practices and Performance of Pharmaceutical Firms in Kenya.en_US
dc.typeThesisen_US
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
Strategy implementation practices.....pdf
Size:
935.88 KB
Format:
Adobe Portable Document Format
Description:
Full Text Thesis
Download
License bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
license.txt
Size:
1.71 KB
Format:
Item-specific license agreed upon to submission
Description:
Download
Collections
MST-Department of Management Science