Effects of Strategic Partnerships on Service Delivery in Humanitarian Non-governmental Organizations in Kenya

Abstract

Humanitarian organizations are an important sector in Kenya as they come out actively in times of disaster to provide humanitarian aid to the affected people. It is important that they are able to react rapidly in order to ensure that there is minimal suffering or discomfort inflicted on the people affected, and to do this, they need to improve their service delivery by forming strategic partnerships with the relevant stakeholders. The purpose of this study is to establish the effects of strategic partnerships in humanitarian NGOs in Kenya. Seventeen (17) accredited humanitarian NGOs were studied and the study applied the questionnaire survey approach to collect data and the study achieved a 100% response rate. The respondents were team leaders or heads of strategy implementation, as they best understand the subject under research. The data collected was checked for completeness, consistency, accuracy and analyzed using descriptive statistics like percentages, mean score and standard deviation. The study is grounded on coordination theory that support the fact that the activities of separate actors can be coordinated to achieve a common objective. The second theory is the Institutional Theory that support the fact that institutions utilize processes, structures, including rules, norms and routines that become established as authoritative guidelines for social conduct. The results of the study proved that strategic partnerships have a positive impact on service delivery in humanitarian NGOs in Kenya.