Structure and strategy relationship in the Kenyan enterprises
Abstract
Business environment is subject to changes. Fundamental changes in business environment often
lead to cha~es in company strategies and structures. Fundamental changes have taken. place in
Kenyan business environment over the last ten years. This study sought to establish whether
changes in the business environment in Kenya led to changes in company strategies and
structures, and if that is the case what is the relationship between changes in strategy and changes
in structure.
This study had one main objective:
To identify the nature of the relationship between changes in strategy and changes in structure in
the Kenyan enterprises.
Data was collected through a questionnaire personally administered. Both closed and open ended
questions were used. The data was collected from 33 large manufacturing firms located in
Nairobi. .
The data was analysed using descriptive statistic an! correlation analysis. The chi-square test was
carried out as a further test of association. To facilitate the chi-square test, one set ofhypothesis
was formulated, namely; the null hypothesis was that strategy and structure are independent of
one another. The alternative hypothesis was that strategy and structure are interdependent.
The results indicate that significant changes have taken place both in strategy and structure among
the companies studied over the last ten years. There is a positive relationship between strategy
and structure among the companies studied. Changes in strategy and changes in structure are
interdependent in these companies.
Citation
Masters of business administrationPublisher
Univesity Of Nairobi Faculty of Commerce, University of Nairobi.