Thesis:

Influence of strategic management practices on organisational performance of humanitarian non-governmental organizations in Kenya; case of refugee consortium of Kenya

Strategic management practices have been argued by many scholars to foster performance of organizations in realizing their mission statement and vision. This has made many traditional organizations to entrench strategic management practices with a view of sustaining their operational performance. Due to challenging operational environment, humanitarian Non Governmental Organizations have not been left in either case and continue to strive to strike a balance between meeting their clients’ expectations and their general performance and sustainability. This presented the need for the current study that examined the influence of strategic management practices on the performance of humanitarian non-governmental organizations in Kenya. The study specifically focused on the influence of strategy formulation, strategy implementation, strategy communication and performance evaluation on the organizational performance of Refugee Consortium of Kenya. The study was anchored on resource-based view theory, behavioral theory of the firm and stakeholder theory and adopted a descriptive design to demystify how strategic management practices affected performance of Refugee Consortium of Kenya. The target population of the study comprised of 48 management employees from Refugee Consortium of Kenya. Since the target population was small, the study adopted a census approach which allowed for inclusion of all members of the population into the study. Data collection was done using structured questionnaires that were administered to the respondents through a drop and pick method. Collected data was analyzed using descriptive statistics and inferential statistics with an aid of SPSS software. Findings revealed that strategy formulation, performance evaluation, strategy implementation and stakeholder engagement all had positive significant influence on the organizational performance of Refugee Consortium of Kenya. The study therefore, recommended for robust measures to be undertaken to provide leeway of incorporating organization concerns during strategy formulation in the organization not only in RCK. On performance evaluation, the study recommended for incorporation of strategic control measures, performance monitoring tools and key KPIs to enable them address issues that may hinder them from aligning themselves to their strategic purpose. The study suggested that more researches could be done on other aspects of strategic management practices that influence performance not only in the humanitarian sector but other sectors and compare results.