dc.description.abstract | Strategy implementation is the key to any strategic management. Strategy implementation
converts laid down strategies into actions. The study’s purpose was to assert the effect of
strategy implementation on organizational performance at the Office of the Auditor
General (OAG). The study was guided by the Agency Theory, supported by System
Theory and Resource Based View Theory. Case study design was adopted in the
methodology. At the data collection stage, the study used an interview guide which
involved an in-depth interview with the top managers. To analyze the research data, the
study used content analysis. From the results, the top management, head of departments
and head of committees were the personnel involved in strategy implementation. They
assigned responsibilities and resources for the process of strategy implementation at the
OAG. The results further indicated that implementation of strategies was carried out by
the staff through activities and duties assigned to them by the management. From the
study, the low level of employees’ involvement has had adverse effect on the process of
strategy implementation. As such, there is need for close and in-depth involvement of the
staff in the process of strategy implementation. The study further established that the
management should ensure proper communication on strategy implementation. From the
results, the OAG faces a number of challenges in the process of strategy implementation
including; inadequate ICT infrastructure, inadequate funds, poor structures, lack of skills
for implementation, lack of training among others. The research recommends inter-agency
collaborations to ensure quality audits, trainings, adequate allocation of funds for
implementation and entrenching proper communication of the strategies to the staff by the
top management. The findings indicated a significant positive influence on organizational
performance, citing quality of audits, profitability, customer retention, public image,
timeliness in audit reports delivery due to the implementation of strategies. Further
research needs to be done on the role of strategy implementation on performance and use a
larger sample size to get better and wider application of the findings. In addition, the
factors that are considered in strategy implementation need further and in-depth research.
The study’s key limitation was tied to its subjective nature inherent of a case study and
hence detailed responses could not be established. The study was also based on strategy
implementation alone and hence findings are limited in scope. | en_US |