| dc.description.abstract | The success of strategy implementation in organizations, those in the water sector
included, depends both on the selection of an appropriate strategy and converting that
strategy into action. Towards attaining expected strategic success, however, an entity is
required to deal with various factors emanating from both internal and external
environments. In this study, the objective was to establish factors influencing the process
of strategy implementation at the Water Service Providers (WSPs) licensed and regulated
by the Lake Victoria South Water Services Board (LVSWSB). Towards achieving this
objective, the study adopted a descriptive survey design which relied on research data
obtained from the nine WSPs operating within contextual jurisdiction. Data were collected
using a self-administered questionnaire with an aggregate of 42 factors which were
presumed to have influence on strategy implementation at the WSPs. Using factor analysis
methods, the tested factors were consequently reduced to six at 63.147% cumulative
loadings. The study found that strategy implementation was significantly influenced by a
set of six latent factors which included stakeholder engagement, regulatory environment in
the water sector, resource availability and utilization, internal work systems, co-ordination
of strategy implementation, and strategy alignment with external environment. In
conclusion, therefore, success in strategy implementation in LVSWSB region was
dependent on both internal and external environments within which the WSPs operated.
Based on the extracted factors, the study recommended that WSPs are sensitized and
monitored in relation to their determinations of identifying and engaging their primary
stakeholders. Also, it was highly essential that WSPs know their space in the water
regulatory platform so that their engagements did not attract unnecessary legal challenges.
Finally, the WSPs needed adequate funding partnerships to enable rehabilitation of
dilapidated systems and support expansions to meet the widening demand gap. Arising
from these, studies on other sets of strategy implementation factors, comparisons with
dissimilar contexts, and widening of response scope were suggested. | en_US |
