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dc.contributor.authorNyambariga, Lillian; K
dc.date.accessioned2019-01-24T13:06:56Z
dc.date.available2019-01-24T13:06:56Z
dc.date.issued2018
dc.identifier.urihttp://hdl.handle.net/11295/105474
dc.description.abstractThe objective of the study was to determine the influence of strategic choice on performance of humanitarian non-governmental organizations in Nairobi County. The primary data used in the study was collected from the top management of humanitarian non-governmental organizations (HNGOs) operating in Nairobi County. The questionnaires were administered through “drop-and-pick-later” method “allow respondents’ adequate time to answer the questions. Both descriptive analysis and inferential analysis were used. Analysis was done using SPSS. The researcher administered 33 semi-structured questionnaires to the top management of humanitarian non-governmental organizations in Nairobi County and received 31 properly filled questionnaires giving response rate of 93.9% and a none response of 6.1%. All the strategic choices (strategic alignment, sub-contracting, diversification, funding liberation and donor education) produced a positive effect on the performance of humanitarian non-governmental organizations. Sub-Contracting, Diversification, Funding Liberalization and Donor Education on the performance of was found out to influence the performance of humanitarian non-governmental organizations in a statistically significant way. However, the effect of Strategic Alignment was not found to be statistically significant. The study concluded that there was a strong relationship (R-value = 0.829) between performance and strategic choices of humanitarian non-governmental organizations in Nairobi County. Further, strategic choices were found to influence 68.8% of the total variance in the performance of humanitarian non-governmental organizations. The study therefore recommends that the management of humanitarian non-governmental organizations in Nairobi County should invest more in the formulation and implementation of strategies such as sub-contracting, diversification, funding liberation and donor education as they influence organizational performance positively and in a significant manner. The scope of “this study was limited to the effect of strategic choices on the performance of humanitarian non-governmental organizations in Nairobi County. This implies that the findings cannot be adequately generalised to humanitarian non-governmental organizations outside the Nairobi County. In future, a similar study should be done including humanitarian non-governmental organizations located outside of Nairobi County as this might yield different results.en_US
dc.language.isoenen_US
dc.publisherUniversity of Nairobien_US
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 United States*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/us/*
dc.subjectStrategic Choice and Organizational Performance of Humanitarian Non-governmental Organizations in Nairobi Countyen_US
dc.titleStrategic Choice and Organizational Performance of Humanitarian Non-governmental Organizations in Nairobi Countyen_US
dc.typeThesisen_US


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