dc.description.abstract | The purpose of this study was to examine the influence of strategy implementation on the
performance of engineering firms in Kenya. Strategy implementation was considered as a
multidimensional construct comprising of; strategy formulation, organizational culture,
organizational structure, resource allocation and monitoring and evaluation. Specifically,
the study sought to identify the interrelations between these constructs and performance
of the firms. Anchored on a descriptive research design, the study targeted a total of 124
engineering firms with operations in Kenya. Collection of data from these firms entailed
the use of survey questionnaires. The collected data was input into Statistical Package for
Social Scientists (SPSS) for descriptive and inferential statistical analyses. Through
multiple regression analysis, the study found that: a unit increase in strategy formulation
alternatives would improve the performance of engineering firms by 47.2%; a unit
increase in incentives meant to promote positive organizational culture would increase
the performance of engineering firms by 11.1%; an effective organizational structure
would drive performance of the engineering firms by 18.3%; a unit increase in resource
allocation would enhance performance of engineering firms by 21.2% and a unit increase
in monitoring and evaluation would boost the performance of the firms by 14.4%. Based
on these findings, it was concluded that engineering firms in Kenya recognize the
important role of strategy implementation in driving business success and that they need
to be agile in their approaches due to the fast-changing business environment. The study
recommends that Kenyan engineering firms consider apportioning more funds to
departments charged with the task of strategy implementation. Additionally, the firms
should seek to have a tight strategy-culture co-alignment to facilitate implementation of
organizational strategies. | en_US |