Simiyu, Priscillah K.Murigi, Elishiba2024-10-232024-10-232023-07https://ijecm.co.uk/wp-content/uploads/2023/07/1178.pdfhttps://ir-library.ku.ac.ke/handle/123456789/29261ArticleThe purpose of this study was to assess stakeholder management strategies and how they affect the performance of telecommunication companies in Kenya. This is because of the telecommunications sector`s significance in communication, GDP contribution, monetary possibilities thru cellular cash agents, facilitating monetary activities, and facilitating the availability of cellular cash and net services. This study’s precise objective was to assess the outcome brought by use of defensive strategy on the performance of Kenyan telecommunications firms. Stakeholder theory was used as study theories with an explanatory research design. Employees of Safaricom Kenya Limited, Airtel Kenya Limited, and Telkom Kenya were the chosen target populations in the Nairobi Region. There were a total of 209 respondents with a sample 137 respondents obtained by cluster sampling and simple random sampling. Questionnaires were used to collect data. To examine quantitative data, descriptive records which include percentages, frequencies, mean, and widespread deviation was used. Multiple regression model was used to check the connection among variables and their affect on one another. The study findings indicated that defensive strategy (β = 0.263; p<0.05) was a significant factor that influence performance of telecommunication companies in Kenya. It was therefore concluded that there is a significant relationship between stakeholder management strategies and the performance of telecommunication companies. The study recommends that the government should come up with a policy requiring firms to means of monitoring the situation and do not maintain status quo in order to improve performance. Telecommunications companies should make sure that their strategies are regularly monitored to improve performance, that they develop training programs with their stakeholders to improve the quality of their products, that they work cautiously together, that they follow influence rules, that they concentrate on the transaction process and support relationships with their stakeholders, and that they take stakeholder involvement into consideration to improve operational performance.enArticle