Influence of strategic management practices on the performance of non-government organizations in Mombasa county, Kenya

Abstract

Running non-governmental organizations, still has its fair share of challenges. Managerial efficiency is still wanting, its performance very low with most of them witnessing increased corruption cases. Thus, purpose of this study was to assess the influence of strategic management practices on the performance of NGOs in Mombasa County, Kenya. The objectives of the study included assessing the influence of environmental scanning, strategy formulation, strategy implementation, and strategy evaluation on the performance of NGOs. The study was guided by the resource mobilization and contemporary regime theories. A mixed methods approach was applied, utilizing the concurrent triangulation design, in which quantitative and qualitative methods were implemented simultaneously and with equal emphasis. The target population comprised 906 respondents, including 16 managing directors, 16 project managers, and 804 members of the board. The sample size for the study was 112, consisting of 16 presidents and 16 treasurers who were purposively sampled, while 80 board members were randomly sampled, with 5 individuals selected per NGO. Data from the board members were collected using questionnaires, while interviews were conducted to collect data from presidents and treasurers. Piloting of research instruments was conducted among 10.0% of the sample size of respondents in the neighboring Mombasa County to establish validity, reliability, credibility, and dependability. Validity was ascertained through expert judgment, while reliability of the instruments was determined using the test-retest technique. The correlation coefficient was obtained using Pearson’s Product Moment Correlation Method. A coefficient of r≥0.7 indicated high internal reliability of the instruments. Credibility was established by data triangulation through multiple analysts, whereas dependability was ensured through detailed reporting. Data analysis began by identifying common themes from the respondents’ descriptions of their experiences. Frequency counts of the responses were then obtained to generate information about the respondents and to illustrate the general trend of findings on the various variables under investigation. Qualitative data was analyzed thematically along the objectives and presented in narrative forms, while quantitative data was analyzed descriptively using frequencies, percentages, mean, and standard deviation, and inferentially using ANOVA with the help of Statistical Packages for Social Science (SPSS Version 27). The findings of the study were presented using tables and charts. The research findings revealed a strong and statistically significant connection between environmental analysis, strategy development, execution, evaluation, and the performance of non-governmental organizations (NGOs). According to the regression analysis, these strategic management processes explain 59.5% of the variations in organizational performance. The study concluded that environmental scanning, strategy execution, and evaluation significantly impact NGOs' performance, while strategy formulation does not hold significant influence. To enhance their strategic management practices, NGOs are advised to bolster collaborations with stakeholders, improve resource mobilization, assess internal and external factors, and engage employees in the planning and execution of strategies. Furthermore, the study suggests further research to explore how the internal organizational environment affects NGOs' performance in Kenya. It also recommends policymakers in the NGO sector to provide support to individual organizations in formulating strategic management frameworks that prioritize regulation and oversight.