FACTORS AFFECTING STRATEGY IMPLEMENTATION IN POLITICAL PARTIES IN KENYA: A CASE OF SELECTED POLITICAL PARTIES IN NAIROBI COUNTY
Langat Jonathan Kipronoh - Masters in Business Administration (Strategic Management Option), Kenya Methodist University, Kenya
Dr. Peter Kihara - Kenya Methodist University, Kenya
James Mbebe - Kenya Methodist University, Kenya
ABSTRACT
Political parties across the globe continue to grapple with institutional and structural challenges with the potential to compromise their legitimacy, effective functioning and eventual survival. These challenges include declining membership, poor institutionalization, weak internal organization, serious internal conflicts and inferior electoral performance which are mainly caused by lack of strategy implementation. Therefore the main objective of the study was to establish the main factors affecting strategy implementation in political parties in Kenya. The specific objective of the study was to determine the extent to which the party leadership, resources, structure and party culture influence strategy implementation of political parties in Kenya. The theoretical foundation of the study was based on the Resource Based view theory, Thompson and Strickland Model and Griffin’s .The study was also the empirical literature relevant to the study and presents the research gaps that were useful to other researchers as it would form a basis for further research. Descriptive research design was used in the study as it ensures complete description of the situation, ensuring that biasness is minimized in data collection. The study targeted fifty four registered political parties in Kenya whose head offices are within Nairobi, whereby a sample size of eleven parties were selected through purposive sampling technique comprising of executive director, director of strategy, director of membership recruitment and services, director of financial services and director of policy making a sample respondents of fifty five. The study used mainly primary data which was collected using questionnaires containing closed ended questions in a Likert scale. The data was analyzed using descriptive statistics and inferential statistics. For inferential statistics, multiple regression analysis was conducted to show the relationship between the dependent and independent variables. Data collected from the questionnaires was checked for errors, coded and then analyzed with the aid of SPSS software. Finally, data collected and analyzed was presented in various formats such as charts, graphs and frequency tables. The study found that party measures performance to realize the key objectives set from the strategy. In relation to party leadership the study established that party leadership has formulated a strong action plan for strategy implementation. The study established that the timeliness of funding of various innovative projects in the political party has enabled effective implementation of strategy. The research found that there are stringent control systems in the political parties that ensure continuous improvement for efficient strategy implementation. The study found those political parties’ aggressiveness and dexterity approach has enhanced the strategy implementation process. The study concludes that party leadership, party resources, party structure and party culture significantly affects strategic implementation of political parties in Kenya. Based on research findings and conclusion the study recommends that management team of political parties should establish a strong and competent leadership to enhance proper implementation of strategy. The study recommends that Party resources allocated to the political parties should be well utilized as per the set goals within the political parties. The study finally recommends that political parties should have an aggressive culture that enhances the strategy implementation process.
