Effect of Strategic Collaborative Partnerships on Service Delivery at Kenya Revenue Authority
Abstract
Global business scene has witnessed heightened competition coupled with various
challenges including ethics and moral discourses. In order to surmount these, strategic
collaborative partnership has been employed by corporates by tapping into business
partnership complementarities, knowledge management and information sharing,
collaborative coordination and partnership expertise among other prerequisites of
strategic collaboration. The study aimed at determining the effect of collaborative
partnership on service delivery at Kenya Revenue Authority. The guiding research
objective of the study was to to determine the effect of strategic collaborative
partnerships on service delivery at the Kenya revenue Authority. The study adopted case
study design in order to gain an in-depth understanding of the relationships and the
effects of the strategic collaborative partnership and service delivery at KRA. The study
population comprised of individuals drawn from business development department,
relationship management department, sales and marketing, information technology,
human resources and the finance department. The study employed interview guide as a
tool for collection of primary data which was eventually analyzed using content analysis.
The study determined that establishment of strategic collaborative partnerships required
firms to look at partners with key skills, resources and competences that are
complementary, investment in knowledge and information sharing interconnectivity,
common coordination, cultural compatibility and technological expertise. The study was
also able to establish that strategic collaborative partnerships provide chances for
knowledge and technology transfer which translates to faster growth and enhanced
competitiveness. The research findings established that collaborative partnerships are key
drivers of efficiency and effectiveness, robustness in technology for speed and
responsiveness, accuracy, reliability and feedback mechanisms. The study was restricted
to the assessment of the effect of the strategic collaborative partnership at KRA, which is
one among many public corporations in Kenya. This calls for replication of a study of the
same nature in other functional and related public sector organizations and a comparison
made on the dependability of the findings on service delivery on these public
organizations. The study was also limited by the sample size selected from only the head
office in the southern region of the KRA. There are other offices of the same organization
spread around Kenya. The study recommends that management of firms should focus on
promoting positive corporate culture through improving on work discipline focus, result
oriented staff, professional focus of interest, job orientation and employee orientation
management commitment which would foster favourable corporate culture that would
influence growth of strategic alliances between companies. The study further
recommends that focus be given to why strategic collaborative partnerships collapse after
only some years of the relationship due to a lacking strategic fit between the collaborating
partners. There is need therefore for a managerial as well as strategic fit evaluation of the
partners before the cooperation is entered into. Enhanced top level management
involvement is required in order to offer leadership and support to the alliance process
and hence better chance of success.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
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