STRATEGY IMPLEMENTATION AND PERFORMANCE OF ENERGY SECTOR INSTITUTIONS IN KENYA
Mudany, John Odhiambo
Letting, Nicholas K.
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The business environment is characterized by turbulence, unpredictability, and ever-changing circumstances. This compels organisations to revisit their strategic planning in order to adjust to the dynamic and complex environment that is ever changing. Strategy implementation is a highly complex and interactive process and the success in strategy implementation depends crucially on the human or people side of project management, and less on organization and systems related factors. Most organizations do not report good performance outcomes because the organizations and their managers forget the vital role of strategy implementation. Strategy implementation is a connecting loop between formulation and control. Implementing str150ategies require the identification of the gap in skills and figure out how to bring those skills into the organization. The concept and practice of implementing strategies has been embraced worldwide and across various sectors because of its perceived contribution to organizational effectiveness and improvement in performance by organizations. The process of implementing strategy involves aligning key organizational functions or factors with the chosen strategy. The objective of the paper was to establish the relationship between strategy implementation and organizational performance. the study was anchored on Resource based view theory. The population consisted of 68 institutions under the energy sector. The paper employed census method by including all the 68 institutions in the study. Data was collected by use of questionnaires. The paper employed both qualitative and quantitative techniques. Quantitative data was analysed using Statistical Package for Social Sciences (SPSS version 22). The study used both inferential and descriptive statistics. This paper found that the relationship between strategy implementation and performance is statistically significant. The paper recommends that future studies could be done on other sectors other than energy and compare the similarities and differences that will be established in these sectors. The paper also recommends future studies should consider introducing different study variables in establishing the relationship between strategy implementation and performance.