Thesis:

Strategy implementation drivers and performance of private universities in Kenya

Private universities in Kenya are increasingly challenged by financial instability, declining enrollments, limited government support, and intense competition from public institutions. Despite implementing various strategies, many continue to experience performance shortfalls due to gaps in the integration of key strategic drivers such as employee engagement, leadership, resource allocation, and communication. This study aimed to bridge these gaps by investigating how these four factors influence the performance of private universities in Kenya. Specifically, the objectives were to examine the effect of strategic employee engagement, assess the role of strategic communication, analyze the impact of strategic resource allocation, and evaluate the contribution of strategic leadership practices to institutional performance. The study was grounded in four theoretical frameworks: William Kahn’s Employee Engagement Theory, the Resource-Based View (RBV) Theory, Communication Theory, and the Contingency Theory of Leadership. A descriptive survey design was adopted, targeting 508 respondents across 24 accredited private universities in Kenya. Using stratified random sampling, 224 participants were selected to ensure proportional representation from key departments. Data was collected through structured questionnaires and analyzed using SPSS, applying both descriptive and inferential statistics—specifically correlation and regression analysis—at a 95% confidence level. The findings revealed that employee engagement significantly influenced university performance (r = 0.822), demonstrating that motivated and involved staff improve outcomes through training, recognition, and participation. Strategic communication had the highest correlation (r = 0.828), underscoring the role of clear and consistent messaging in aligning institutional goals and fostering collaboration. Strategic resource allocation (r = 0.781) was essential for ensuring effective distribution of financial, human, and physical resources. Strategic leadership (r = 0.811) also played a vital role in driving innovation, governance, and long-term growth. Based on these findings, the study recommended that private university administrators enhance employee engagement practices, improve communication frameworks, adopt structured resource planning strategies, and invest in leadership development programs. It also recommended further research to include public universities for comparative analysis, conduct longitudinal studies on employee engagement, and explore the influence of technological advancements on strategic communication. These findings offer practical, policy, and theoretical insights for improving the performance and sustainability of private universities in Kenya