Determinants of Strategy Implementation at the County Government of Taita Taveta

Abstract

Strategy management is an important aspect in organizations today considering the diverse, fragile and very competitive business environment currently obtaining globally. Consequently, most business and government entities have formulated strategies aimed at enhancing streamlined achievement of their goals and objectives. Regrettably, some of these strategies either fail or are not implemented successfully as envisaged. This research intended to explore the elements impacting the successful execution of initiatives within the County Government of Taita Taveta. The specific objectives were: to assess the impact of organizational structure on strategy implementation, to examine the role of communication in influencing strategy implementation, to investigate the influence of finances on strategy implementation, and to evaluate the impact of employees' technical capacity on strategy implementation at the County Government of Taita Taveta. The study drew upon four theoretical frameworks: Institutional theory, Communication Theory, Resource Based View (RBV), and McKinsey’s 7-S model. The study addressed a population consisting of County Executive Committee members (CECMs), Heads of Departments (HODs), senior officials, and members of the county assembly (MCAs), totaling 87 persons. Utilizing the complete population sample approach (census), all identifiable people were included in the research. Data gathering involved the distribution of questionnaires and conducting interviews. Descriptive statistics such as means, frequencies, and percentages, as well as inferential statistics like Pearson and regression analysis, were employed to evaluate the data collected using the Statistical Package for Social Scientists. Meanwhile, information from oral interviews was subjected to content analysis. The findings of the study demonstrated a substantial association between the implementation of strategic plans at the Taita Taveta County Government and the independent variables, including organizational structure, communication, finances, and workers' technical competence. Strong positive associations were discovered, with correlation values ranging from 0.830 to 0.924, all statistically significant at p<0.01. The significant regression coefficients (p<0.05) offered further evidence, demonstrating that the independent variables play a crucial role in influencing the effective execution of strategic plans in the County. Understanding and addressing these variables could lead to improved strategic plan implementation at the County Government. Policymakers and stakeholders could consider investing in these aspects to enhance the overall effectiveness and successful implementation of strategic plans.