The purpose of this study was to develop and empirically test a hypothetical model of factors impacting strategy implementation in state Corporations in Kenya in order to establish their statistical significance. To achieve effectiveness and efficiency in strategy implementation in state corporations, change is needed. Due to the rapid changing global environment and increasing demand for service delivery, continuous change is needed. Changes have been taking place in the Kenyan state corporations since 2003 and this has been as a result of corporate strategy implementation. However it is not enough to develop a good strategy, good strategies can fail during implementation. The state corporations in Kenya, like in most countries in Sub-Saharan Africa, have been characterised by slow and bureaucratic processes that retard corporation‟s performance. Employees and managers in these corporations have been perceived as not performing as they should. Kenyan state corporations are important to the economy of the country. They provide social and essential services to the Kenyan population. There is therefore a need to investigate ways to improve strategy implementation in state corporations, collectively viewed in this study as factors affecting strategy implementation. The study investigated and analysed how the independent variables (internal-, market- and external) impact strategy implementation (dependent variable). The study reviewed literature in the areas of internal-, market- and external factors supported by Louw and Venter‟s (2006), the planning context environmental scan (2010), Zaribaf and Hamid‟s drivers for implementation outcomes (2010), and the Nortel network external environment (2010) models as presented in section 1.5 of chapter one. The hypothetical model developed was based on the models mentioned. The study sought to establish the perceptions of Kenyan state corporation‟s managers and utilised the quantitative research paradigm. A survey was conducted using a self-administered questionnaire distributed to managers in state corporations in Kenya. The final sample comprised 485 respondents. Data was collected between October, 2012 and February 2013, that is, a period of five months. The returned questionnaires were subjected to several statistical analyses. The validity of the measuring instrument was ascertained using exploratory factor analysis. The Cronbach‟s alpha values for reliability were calculated for each of the factors identified during the exploratory factor analysis. In this study, correlation and exploratory factor analysis, the KMO measure of sample adequacy, Bartlett‟s test of sphericity, Kolmogorov-Smirnov test for normality, multi-colinearity diagnostic and regressions were the main statistical procedures used to test the appropriateness of data, correlation and significance of the relationships hypothesised between the various independent and dependent variables. The study identified twelve independent variables as significantly impacting the strategy implementation (dependent variable) of state corporations in Kenya. Five statistical significant relationships were found between the internal factors: organisational structure, human resources, financial resources, leadership, communication and strategy implementation in state corporations in Kenya. Three statistical significant relationships were found between the market factors: customers, suppliers, labour market and strategy implementation in state corporations in Kenya. Four statistical significant relationships were found between the external factors: social-cultural, technology, ecological, global forces and strategy implementation in state corporations in Kenya. The study also found three statistically insignificant variables. It was found that managers in state corporations in Kenya should be encouraged to study and clearly understand the culture of their state corporations in order for them to believe that organisational culture could have a significant impact on strategy implementation and that the culture of their corporation needs to be compatible with the strategy being implemented, because where there is incompatibility between strategy and culture, it can lead to high organisational resistance to change. The managers should also be made to understand that organisational culture shapes employees behaviour, guides strategic decisions and accommodates proposed changes and that When culture influences the actions of employees to support current strategy, implementation is strengthened. Managers should strive to achieve competitive advantage by offering distinctive or unique products or services that clearly add value to the customers. They should be made aware that the strategies of competitors who offer unique service to the customers could derail their strategy implementation. State corporation managers should acknowledge that severe competition results in pressure on prices, margins and profitability for all state corporations. There is a need for managers to ensure that the state corporation strategies are supported and aligned with government policies, directives and programmes. They should actively lobby with government to enact good policies and directives that support strategy implementation. The study has provided general guidelines at internal environmental level on how to implement strategies effectively and efficiently in state corporations in Kenya. Furthermore, general operational guidelines at market level for improving strategy implementation have been given for such corporations to become and remain competitive in the global market place. The study has also highlighted general guidelines regarding managing external environmental factors to assist in improving strategy implementation in state corporations in Kenya.

Defining leadership effectiveness (LE) remains a controversial subject with scholars and researchers disagreeing on a common definition. Most studies term leadership effectiveness as the leaders’ ability to successfully exercise personal influence and abilities in order to accomplish set standards. Such leadership effectiveness was measured using three elements, namely influence, follow commitment and versatility. To be effective, leaders must possess certain competencies and perform specific tasks (independent variables). In this study, three leadership competencies, namely strategic thinking, emotional effectiveness and transformational leadership were examined. Similarly, seven leadership tasks (set organisational direction, develop human capital, build core competencies, create organisational alignment, sustain appropriate organisational culture, manage change and establish balanced organisational control) were identified as essential for the attainment of leadership effectiveness (intervening variable) which, in turn, leads to organisational effectiveness (dependent variable). Given the importance of leadership effectiveness to organisational effectiveness, the purpose of this study was to identify, investigate and empirically test the possible relationship between leadership effectiveness and organisational effectiveness within the Kenyan indigenous banks. To achieve the aim of the study, a survey was undertaken using a structured self-administered questionnaire. The respondents were identified using both probability and non-probability techniques with the survey yielding 257 usable questionnaires that were statistically analysed. The proposed hypothetical relationship between leadership effectiveness and organisational effectiveness was assessed using Structural Equation Modelling (SEM), a multivariate statistical technique. The SEM included Cronbach’s alpha and confirmatory factor analyses to assess the dicriminant reliability and validity of the measuring instrument, and Goodness-of-fit indices. The study findings demonstrated the existence of a strong relationship between leadership competencies, tasks performed and leadership effectiveness which in turn impacts on organisational effectiveness, in this case the overall effectiveness of the Kenyan indigenous banks.

This research was geared towards the investigation of management strategies (factors) that affect the performance ofMSMEs in Kenya. Many developed countries record a time in history when entrepreneurial activities led to revival of economical growth after decline. This implies MSMEs is a very vital sector especially for a developing country like Kenya. MSMEs stagnate and their performance is uncertain according to writers such as Namusonge, Management inadequacies have been suggested in several studies. The objectives of this research was to, 1. To identifY the critical management factors affecting the performance of MSMEs in Kenya; ii. To establish the process through which managerial factors affect the performance of a MSMEs in Kenya ; m. To determine the integrative effect of various management factors in the MSMES in Kenya; IV. To establish the effect of demographics and management factors on performance, v. To establish effects of external environment on internal management factors A conceptual model was formulated from the literature review showing relationships of the management strategies and the environment they operate in. These relationships became the basis for the hypotheses which were later tested. In chapter 4, a mini research (pilot study) was conducted in May 2007,whose main aim was to test the reliability and validity of the research instruments. The 36 questionnaires returned were analysed through descriptive method. Results obtained indicated the instruments were reliable and the results valid. A few corrections suggested were made. The major correction was addition of question 35 to collect financial information. The data collection was done between mid August and mid October 2007.In chapter 5, the researcher analysesd the results of the survey after receiving 180 questionnaires. Time was a constraint. In chapter 6, the hypotheses and conceptual model were analysed and the results obtained suggested that, most strategies did not affect the profitability separately but severally. The integrated effect of the management strategies and the associated factors had a higher impact on performance of the MSMES than any individual strategies. In chapter 7, the conclusions, summaries and Recommendations are given. / Business Management / D. Com. (Business Management and Policy)

This research was geared towards the investigation of management strategies (factors) that affect the performance ofMSMEs in Kenya. Many developed countries record a time in history when entrepreneurial activities led to revival of economical growth after decline. This implies MSMEs is a very vital sector especially for a developing country like Kenya. MSMEs stagnate and their performance is uncertain according to writers such as Namusonge, Management inadequacies have been suggested in several studies. The objectives of this research was to, 1. To identifY the critical management factors affecting the performance of MSMEs in Kenya; ii. To establish the process through which managerial factors affect the performance of a MSMEs in Kenya ; m. To determine the integrative effect of various management factors in the MSMES in Kenya; IV. To establish the effect of demographics and management factors on performance, v. To establish effects of external environment on internal management factors A conceptual model was formulated from the literature review showing relationships of the management strategies and the environment they operate in. These relationships became the basis for the hypotheses which were later tested. In chapter 4, a mini research (pilot study) was conducted in May 2007,whose main aim was to test the reliability and validity of the research instruments. The 36 questionnaires returned were analysed through descriptive method. Results obtained indicated the instruments were reliable and the results valid. A few corrections suggested were made. The major correction was addition of question 35 to collect financial information. The data collection was done between mid August and mid October 2007.In chapter 5, the researcher analysesd the results of the survey after receiving 180 questionnaires. Time was a constraint. In chapter 6, the hypotheses and conceptual model were analysed and the results obtained suggested that, most strategies did not affect the profitability separately but severally. The integrated effect of the management strategies and the associated factors had a higher impact on performance of the MSMES than any individual strategies. In chapter 7, the conclusions, summaries and Recommendations are given. / Business Management / D. Com. (Business Management and Policy)

Marist International University College, Nairobi – Kenya is challenged with problems like duplication of work due to lack of a central repository for knowledge, loss of knowledge through expertise leaving the institution without knowledge being captured and over reliance on a few known subject experts as others have not been identified. This research thus set out to address these problems. The aim of the study was to conduct a knowledge management assessment at the Marist International University College (MIUC) in order to identify and recommend a suitable strategy for the institution. The study employed a concurrent triangulation mixed methodology approach which encompassed a questionnaire and an interview schedule to collect data from 33 academic staff and 9 members of the MIUC management respectively. These two groups were purposively selected as the target population for the study as they play the key role in knowledge creation at MIUC. All 33 copies of the questionnaires that were distributed to the teaching staff were returned by respondents and all the 9 MIUC members of management were successfully interviewed. Data transformation analysis was applied during which qualitative data from open-ended questions and interviews were quantified using content analysis. Quantitative data in the questionnaires was descriptively analysed using SPSS. The study revealed a variety of informal knowledge management structures and resources at MIUC and the challenges of managing knowledge at Marist. The main challenge was that there was no uniformity and consistency in the management of knowledge. The study hence, formulated a KM strategy for MIUC that would help leverage its knowledge assets. / Information Science / MA (Information Science)

Marist International University College, Nairobi – Kenya is challenged with problems like duplication of work due to lack of a central repository for knowledge, loss of knowledge through expertise leaving the institution without knowledge being captured and over reliance on a few known subject experts as others have not been identified. This research thus set out to address these problems. The aim of the study was to conduct a knowledge management assessment at the Marist International University College (MIUC) in order to identify and recommend a suitable strategy for the institution. The study employed a concurrent triangulation mixed methodology approach which encompassed a questionnaire and an interview schedule to collect data from 33 academic staff and 9 members of the MIUC management respectively. These two groups were purposively selected as the target population for the study as they play the key role in knowledge creation at MIUC. All 33 copies of the questionnaires that were distributed to the teaching staff were returned by respondents and all the 9 MIUC members of management were successfully interviewed. Data transformation analysis was applied during which qualitative data from open-ended questions and interviews were quantified using content analysis. Quantitative data in the questionnaires was descriptively analysed using SPSS. The study revealed a variety of informal knowledge management structures and resources at MIUC and the challenges of managing knowledge at Marist. The main challenge was that there was no uniformity and consistency in the management of knowledge. The study hence, formulated a KM strategy for MIUC that would help leverage its knowledge assets. / Information Science / MA (Information Science)