STRATEGIC MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE: EVIDENCE FROM JOMO KENYATTA INTERNATIONAL AIRPORT

Abstract

This paper explores how strategic management practices determine the performance of organizations at Jomo Kenyatta International Airport (JKIA), in particular, goal setting and resource management. JKIA, being a large regional aviation center, is in a challenging and competitive environment, where resource leveraging and strategic focus are critical to the success of its operations. The use of the goal-setting theory and the resource-based view underpinned the study with the descriptive research design and gathered quantitative information, including 91 employees operating in major aviation institutions in JKIA, namely the Kenya Airports Authority, Kenya Civil Aviation Authority, Kenya Airways, and the Kenya Bureau of Standards. The data were studied with the help of descriptive statistics, correlation, and regression methods. The outcome is that participatory goal setting is a significant approach in improving performance in an organization through the promotion of clarity, coordination, and motivation of the employees. Resource management was also established to be a good predictor of performance, especially by means of good allocation of financial, human, and technological resources. The two variables used together accounted for a significant percentage of performance variation at JKIA. The research suggests the institutionalization of participatory goal-setting frameworks, the reinforcement of resource optimization strategies, such as digital investment and staff capacity building. Future studies ought to take into consideration more of the moderating variables which include leadership style and innovation capability.