Influence of Strategy Implementation Factors on Performance of Kenya Rural Roads Authority

Abstract

Despite theoretical literature suggesting that strategy implementation factors have the potential to increase organizational performance, there is currently no study that has investigated the relationship between strategy implementation factors and the performance of Kenya Rural Roads Authority (KeRRA). This paper presented the findings on the influence of organizational structure, resource allocation, and environmental uncertainty as facets of strategy implementation on the performance of the Kenya Rural Roads Authority. The study was guided by Resource-Based, Survival Based, and Contingency Theories in a correlation research design. The study population constituted 47 respondents comprising Engineers (KeRRA's Regional Directors). A total sample of 37 respondents was selected using saturated sampling techniques. The findings revealed that strategic implementation factors, such as organization structure, resource allocation, and environmental uncertainty, collectively accounted for positive variation in performance at KeRRA. Therefore, the study recommends to the management of KeRRAto give more prominence to strategy implementation factors such as organization structure, resource allocation, and environmental uncertainty as they are positively associated with organizational performance. The results of the study can be useful for the policymakers at KeRRA on the best approach to strategy implementation and add new knowledge on strategy implementation practices.