Challenges of Strategy Implementation of Cargo Companies Operating at Jomo Kenyatta International Airport, Nairobi Kenya

Abstract

Strategy implementation is a very critical process for organization‟s long-term success and competitive advantage. Despite its merits its exposed to numerous challenges in its implementation stages. The aim of this study was to find out challenges of strategy implementation of cargo companies operating at Jomo Kenyatta International Airport in Nairobi, Kenya. The study employed the use of the resource based view theory, the industry organization theory and stakeholder theory of strategic management to explain the challenges of strategy implementation among the cargo companies operating at JKIA. The research design used for the study was cross-sectional survey design with a target population of 40 cargo companies based at the JKIA in Nairobi. The study employed the use of questionnaires to collect data and used SPSS and Excel to analyze the data and tables to present the findings. The study is significant to JKIA cargo companies‟ management since it will provide them with data that will aid in reducing the challenges of strategy implementation for the cargo operations so as to improve its services. To the policy makers and regulatory bodies, this study will provide knowledge that can be utilized to make judgments that would change the way operations are exercised. The study found that the challenges facing implementation of strategies among the cargo companies operating at JKIA are lack of proper planning, lack of organizational support, lack of motivation/enthusiasm from the staff charged with the process of implementation, lack of proper information, lack of proper involvement of the stakeholders, lack of good will from the stakeholders, inadequate resources, unclear strategic plan, poor management of resources, lack of financial resources, poor or lack of communication, poor organizational structure, lack of coordination/team work within departments, poor organizational culture, limited staff capacity, poor or lack of IT infrastructure, political interference in the organizational management, lack of expertise or special skills, poor leadership and the Government regulations/policies. The study recommends that the management should have a strategic master plan from which projects are phased in line with the organizational financial ability and implemented in line with the strategic plan for the successful implementation of the strategies. Further the management to increase more staff to bridge the deficiency of the strategy implementation staff. The companies should establish amicable ways to control political interference and put in more permanent governance structures to be sought with clear roles and authority among the management of the organization. The greatest limitation of this study was the inability to secure enough time to conduct the interview and hence not enough time was spent on the respondents because of their busy schedules. Also it was not possible for the researcher to obtain feedback from the organizations CEOs who are the focal point of strategy implementation process. Hence a number of those managers interested expressed concern over the high turnover of those mandated with the implementation process hence some interviewees had limited exposure to the entire process and therefore could only report about the challenges experienced during their tenure in office. Further the study was thought to be sensitive by the respondents and some were not ready to give information.