| dc.description.abstract | Studies have shown that intense competition has driven organizations to examine
different ways to enhance or retain their competitiveness and relevance. Strategic alliance
is one such strategic competitive strategy through which an organization can leverage its
resources to emerge an effective competitor and relevant. The study has focussed on the
strategic value of Action by Churches Together (ACT) Alliance to Finn Church Aid
Kenya as the research question in a case study. Seven FCA programme staff members
who have extensively been dealing with Act alliance functions were interviewed guided
by questionnaire that provided room for in-depth and interactive interview discussions.
Reference was also made to secondary source of information. Data was analysed using
content analysis. From the study FCA has accrued some strategic milestones from the
alliance membership. The alliance facilitated FCA to access many programme locations
through the partners, reduced administration costs and shared services. FCA visibility has
been enhanced through the alliance branding, consequently contributing to FCA success
in global fundraising. FCA has a high and influential standing in alliance. However, as
the environment changes so is the FCA strategic direction; an emerging situation that
necessitates FCA need to re-evaluate its current position and map out appropriate
strategic direction to steer FCA ahead remaining relevant and competitive . This study
will be beneficial to the management of FCA. The findings will assist FCA to evaluate
the strategic sense of the alliance as it implements its 2013 to 2016 Strategy. The study
will provide literature on further future research in organizations strategic responses in
Kenya. The study recommends that FCA further re-evaluate the alliance collaboration to
make appropriate strategic choices given its current strategic shift. | en_US |
