| dc.description.abstract | Many researchers and executives have viewed fit as a key to organizational survival and
high performance. Economic challenges, especially in times of globalization, force
companies to adapt and react to market influences and changes; they have to optimize
their procedures, and strategies to maintain their competitive advantage. Typically, the
term fit refers to the ability to maintain strong connections between organizational
strategy, structure and process. However, in the strategic management literature, the term
itself has been used to refer to the fit of strategy to resources and capabilities, the fit of
strategy with structure, the fit of strategy or structure to environment, and/or the fit of the
firm to corporate strategy or structure. The study examined the fit between strategy and
structure at Old Mutual Kenya and the effect of that relationship on organizational
performance over a period of time. Data was collected through guided face to face
interviews with selected top managers. The findings indicated that a relationship
between strategy and structure did exist and that the alignment of both variables affected
organizational performance. There were some lags cost of implementation, technological
challenges and risk analysis on business impact. However, the study revealed that
structures alone without emphasis on correct qualifications and experience are not
enough to implement strategy. Organizational design therefore plays an important role in
the strategy structure relationship and organizational performance. Organizations which
are able to achieve a fit between strategy and structure will then have improved
organizational performance hence achieving their overall objectives, while those that do
not have a fit are vulnerable to competition and internal inefficiencies. | en |
