A study of the turnaround strategy adopted by the Kenya Revenue Authority (KRA)
Abstract
Many firms experience trends of deteriorating financial performance at some point in
their organizational life cycle as a result of market erosion and/ or maladaptive decisions
by management. Based on a deterministic perspective this organizational decline can be
attributed to environmental factors while the voluntaristic perspective attributes decline to
internal factors, particularly management actions and perceptions. It is for this reason that
the researcher deemed it necessary to conduct a study on the strategy adopted by the
Kenya Revenue Authority.
The study was modeled on a case study design whereby qualitative data was collected
focusing on the turn around strategy adopted by the Kenya Revenue Authority.
Information was collected on the strategic planning and implementation and strategy and
implementation at KRA. Primary data was collected using an interview guide. The
interview guide was divided into two sections: section A contained questions on the
background information of the respondents. Section B contained questions on strategic
planning and implementation and strategy and implementation. Content analysis was
used considering the qualitative nature of the data collected through in-depth personal
interviews.
Based on the findings it can be concluded long term planning is important for the KRA
success due to the following reasons; it ensures commitment to the set objectives, it
makes it possible to check performance against set objectives, It helps in clarifying the
vision of the organization and it also helps in articulation of the mission statement of the
organization, It helps in rallying the staff to move in the same direction as well as setting
priorities in use of the resources.
Citation
MBA ThesisSponsorhip
University of NairobiPublisher
School of business