Resource Mobilization and Coordination Influence on Organizational Performance: The Case of the Kalobeyei Integrated Social and Economic Development Program (KISEDP) in Kakuma Refugee Camp, Kenya
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2025-05
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International Journal of Business Management, Entrepreneurship and Innovation
Abstract
This study examined the influence of resource mobilization and coordination on the organizational performance of the Kalobeyei Integrated Social and Economic Development Program (KISEDP) in Kakuma Refugee Camp, Kenya. Given the complex humanitarian setting, the research sought to establish the extent to which financial resource acquisition, budget management, stakeholder coordination, and resource allocation strategies impact service delivery and sustainability. A research design integrating both qualitative and quantitative data collection techniques was employed. A sample of 120 respondents, comprising government representatives, implementing partners, and community leaders, was surveyed using structured questionnaires and key informant interviews. The study found that resource mobilization significantly influences KISEDP's performance, with a standardized coefficient of 0.312, indicating a strong positive correlation. Furthermore, coordination mechanisms among stakeholders, including inter-agency collaboration, stakeholder engagement, and community participation, enhance program effectiveness. The regression model confirms that resource mobilization and coordination collectively explain 61.3 percent of the variance in organizational performance. The findings provide actionable insights for policymakers, development agencies, and humanitarian organizations on optimizing resource mobilization and coordination strategies.
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Wachira, A., & Njuguna, R., (2025). Resource Mobilization and Coordination Influence on Organizational Performance: The Case of the Kalobeyei Integrated Social and Economic Development Program (KISEDP) in Kakuma Refugee Camp, Turkana County, Kenya. International Journal of Business Management, Entrepreneurship and Innovation, 7(2), 19-32. https://doi.org/10.35942/rmgb2518