Strategic responses by Kenya wildlife service towards realization of Kenya vision 2030
Juma, Amos O
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Organizations are operating in a rapid unpredictable external environment; the changes in the external environment have a significant impact on the survival and success of the organizations. Following the unveiling of Kenya vision 2030 organizations have been triggered to match their strategies to fit to the country’s vision 2030 economic model and to ensure that the vision is achieved. For prosperity and survival, organizations have to devise various strategies that will enable it respond to challenges in its external environment. Pearce and Robinson (1991) proposed the grand strategy for surviving in the environment. Porter (1980) proposed the three generic strategies organizations can use to respond to challenges in its external environment. The purpose of this study was to establish the strategic responses adopted by Kenya Wildlife Service towards realization of Kenya vision 2030. Strategic responses in organizations has been defined differently by various scholars Schneider and Meyer(1991)states that strategic responses is the assessment of environmental threats and opportunities and organizational strengths and weakness. Pearce and Robinson (1991) defined strategic responses as the set of decisions and actions that results in the formulation and implementation of plans designed to achieve the firm’s objectives. Ross, Hitching and Worley(1996) argued that strategic responses is the adaptation and reorientation to the changing environment This was a case study. The researcher used an interview guide. The interview guide was administered using face to face interviews. The sample size for the study was 20 senior managers in the organization. Secondary data was used to corroborate the data from primary sources. Data collected was analyzed based on content analysis. The study found that KWS was operating in a very dynamic and volatile environment. The study found out that the organization faced a lot of challenges from its external environment. The most prevalent challenges came from the economic, political and technological environments. The study further concludes that to respond to these challenges KWS had adopted various strategies such as. Market development whereby additional new source markets have been developed through aggressive marketing campaigns by KWS, KTB and Brand Kenya. KWS has also introduced product development and new products like horse riding, bird watching and Park night dinners have been introduced. Another strategic response was diversification of tourism products like cycling within the Park, Rock climbing and Commercialization of Airwing Services. These findings have implications for the organization and it recommends a role out programme for Kenya vision 2030 with a fully fledged department on vision 2030 delivery to educate the wardens and other staffs on the role of KWS in addressing the vision’s objectives.
SponsorhipUniversity of Nairobi
School of business