THE INFLUENCE OF ORGANIZATIONAL CAPABILITY ON EFFECTIVE STRATEGY IMPLEMENTATION AMONG SACCOS IN KENYA
DOI:
https://doi.org/10.47941/jbsm.220Keywords:
Capability, Skills, Competency, Strategy Implementation, SaccosAbstract
Purpose: To establish the influence of organizational capability on effective strategy implementation among SACCOs in Kenya.
Methodology: Survey research design while both quantitative and qualitative research methodologies were used in the study. The target population of the study was all 176 Deposit Taking SACCOs in Kenya. Purposive sampling was used to sample at least three employees of the SACCO which includes one top level manager one middle level manager and one low level manage. The sample size was 192 respondents. Questionnaires were uses to collect the data. Descriptive analysis, analysis of variance (ANOVA) and multiple regressions were used in analyzing the data.
Results: The results of the study indicate that organization capability is a key determinant of effective strategy implementation.
Unique contribution to theory, practice and policy: Every organization has a potential capability that it employs in order to achieve stable competitive advantage and productivity. As long as these capabilities and potential capacities are neither unknown nor realized, it cannot be such efficient to provide barriers for competitors while allowing the organization to surpass competitors.
Downloads
References
Ademba, C. (2013). Supervision Report. Nairobi: SACCO Regulatory Authority.
Almarii, K., & Gardiner, P. (2014). Application of resource - based view to project managment analysis of Microfinance Industry. Journal of Management , 2 (4), 2347-8217.
Babbie, E., Halley, F., Wagner, W., & Zaino, J. (2013). Adventures in Social Research: Data analysis using SPSS Statistics (8th ed.). Thousand Oaks, CA: Sage Publications Ltd. Boston: McGraw Hill/Irwin.
Boyce, S. (2007). Using Intellectual Capital and Organizational Capability to enhance Strategy Implementation for Pharmaceutical Firms. Journal of Business Affairs , 1 (1), 1-9.
David, F. (2011). Strategic Management, Concepts and Cases (13th ed.). Boston: Pearson Education.
Esfahani, S., Soltani, I., & Jafarpisheh, J. (2013). Factor Analysis of Organizational Capabilities under Studied in Isfahan Foolad Technique Company. Interantional Jouranl of Economy, Management and Social Science , 2 (6), 376-379.
Hall, J., Sarkani, S., & Mazzuchi, T. (2011). Impacts of Organization Capabilities in Information Security Strategy. Journal of Information Management & Computer Security , 19 (3), 155-176.
Hax, A., & Wilde, D. (2003). The Delta Model: A new Framework of Strategy. Journal of Strategic Managment , 1 (1), 1-21.
Henry, A. (2011). Understanding Strategic Management (2nd ed.). Oxford: Oxford University Press.
Ireland, R., & Hitt, M. (2011). The Managment Strategy (9th ed.). Mason: South-Western Cengage Laerning.
Jankowicz, A. (2005). Business Research Projects. Singapore: Thomson Learning.
Kliesch-Eberl, M., & Schreyogg, G. (2007). How dynamic can an Organizational Capabilities be?
Towards a Dual Process Model of Capability Dynamization. Strategic Managment Journal , 28 (2007), 913-933.
Kobia, S., & Minishi, L. (2014). Co-operaives in East Africa. Nairobi: Lukiko Consulting
Lynch, R. (2009). Strategic Management (5th ed.). Boston: Prentice Hall.
Mapetere, D., Mavhiki, S., Nyamwanza, T., Sikomwe, S., & Mbonde, C. (2012). Strategic role Leadership in Strategy Implementation in Zimbabwe's State Own Enterprise. International Journal of Business and Social Science , 3 (16), 271- 276.
Mehta, D., & Aggarwal, M. (2014). Microfinance in India and Porter's five forces analysis of Microfinance Industry. Journal of Management , 2 (4), 2347-8217.
Midhani, P. (2009). Resource Based View of Competitive Advantages: Importance, Issues and Implications. Indian Management Research Journal , 1 (2), 1-15.
Mugenda, O., & Mugenda, A. (2003). Research Methods: Quantitative and Qualitative Aproaches. Nairobi: Acts Press.
Mumanyi, E. (2014). Challenges and Opportunities facing SACCOs in the Current devolved system of Government of Kenya: A case study of Mombasa County. International Journal of Social Sciences and Entrepreneurship , 1 (9), 288-314.
Mwawasi, T., Wanjau, K., & Mkala, M. (2013). Factors Affecting Implementation of Operational Strategies in Non - Governmental Organizations in Kenya. Global Journal of Human Resource Management , 1 (4), 10-19.
Nair, R., Banerjee, A., & Agarwal, V. (2009). Business Policy & Strategic Management. Meerut: Pragati Prakashan.
Pearce, J., & Robinson, R. (2011). Strategic Management: Formulation, Implementation, and Control (12th ed.). Boston: McGraw Hill Interantional.
Rita, R. (2011). New Opportunities for Cooperatives: New Opportunities for People. International Year of Cooperatives (pp. 51-63). Mikkeli, Finland: ICA Global Research Conference.
Smith, E. (2011). Perceptions regarding Strategy Implementation Tasks in Selected Industries: A South African Perspective. International Journal of Business and Commerce , 1 (4), 22-45
.
Thompson, A., Strickland, A., & Gamble, J. (2010). Crafting and Execting Strategy (17th ed.).Trust.
Wachira, K., & Kamure, B. (2014). The Role of Performance Management on Strategy implementation in the Insurance Industry in Kenya. Strategic Journal of Management , 2 (8), 133-157.
Waitathu, N. (2015, January). Kenyan SACCOs Win big in Lesotho. SACCO Star , pp. 9-11.
Wingwon, B. (2012). Effects of Entrepreneurship, Organization Capability, Strategic Decision and
Innovation towards the Competitive Advantage of SMEs Enterprises. Journal of Management and Sustainability , 2 (1), 37-149.
Downloads
Published
How to Cite
Issue
Section
License
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
