Thesis:

Effects of strategic management practices on perfomance of non-profit making organisation in Vihiga, Nandi, and Kisumu counties, Kenya

When an organization practices strategic management, its thinking becomes more visionary, characterized by new ideas for the future, less rigid and fixed organizational structures, and a shift from the resources it employs in its operations to the results it wants to achieve. Outputs and outcomes serve as the means to attain optimal organizational performance, and process efficiency is central to the provision of quality goods and services. The goal of this research is to analyze the relationship between strategic management practices and the performance of a non-profit organization. The specific objective of the study was to determine how strategic management techniques affected a non-profit organization's performance in the Kenyan counties of Vihiga, Nandi, and Kisumu. We conducted this research using the agency, resource-based view, stakeholder, and adaptation theory frameworks. The study used a descriptive survey design with both closed and open-ended questions in order to capture quantitative and qualitative data, respectively. We used questionnaires and interview schedules as the data collection instruments. The study targeted 2274 stakeholders from Vihiga, Nandi, and Kisumu counties. This study used the Yamane Formula to sample 399 respondents. To ensure that the pilot study was conducted and that the face and content validity of the research instruments were determined, experts' opinions were sought to determine the relevance, meaningfulness, and relevance of each of the respondents. Using internal consistency, we examined the instruments' reliability and found out that Cronbach's alpha coefficient was satisfactory at 0.7 and higher. The analysis of variance statistic showed that the model was significant at a 95% confidence level because the p-value was equal to 0.000 b and greater than 0.05. The study model's R-squared was able to capture 73.4% of changes in the performance of non-profit making organizations in Vihiga, Nandi, and Kisumu counties, Kenya. We analyzed the data using frequency and percentages, means and standard deviations, Pearson's correlation, and regression analysis to determine their strength and direction. Environmental scanning (² = 0.657, p<0.05), strategic formulation practices (² = 0.453, p<0.05), strategic implementation practices (² = 0.518, p<0.05), and strategic evaluation practices (² = 0.355, p<0.05) were shown to be statistically significant in predicting the performance of non-profit organizations in the inferential analysis study. The study suggests looking at statistically significant strategic management practices to help non-profits expand in Vihiga, Nandi, and Kisumu counties, Kenya. These practices include scanning the environment, making strategies, putting them into action, and evaluating their success.