| dc.description.abstract | The importance of identifying and including important stakeholders in the strategic
management process is critical since when primary stakeholders are excluded, the
relevance and anticipated benefits from the strategy will be limited. The main aim of this
study was to determine Influence of Stakeholders involvement in strategy implementation
at G4S in Kenya. This study is founded on two theories; Resource based theory (RBT) and
industry organization (I/O) theory. The resource based view model and the industrial
organization model are used by organizations to generate the strategic inputs needed to
successfully formulate and implement strategies and to maintain strategic flexibility. This
study was conducted through a case study. The study was done at G4S Kenya. Primary
data was collected by way of an interview guide. The interview guide was administered to
the management of G4S Kenya. The managers represented different business units which
are manned security, Response service, Courier service, Cash in Transit and secure
logistics. The qualitative analysis was done using content analysis. This generated and
categorized items for comparison with the interview results from the managers. The study
found that early involvement of employees in the strategy process helps employees in
understanding goals, style, and cultural norms and also prevents them from being taken by
surprise, putting all employees at the same platform, helping the employees to own the
process thus ensuring better results. The research concludes that the management has taken
initiatives in creating and sustaining a climate within G4S Limited that motivates
employees in their implementation that includes; encouraging teamwork, maintaining a
powerful culture that results in employees aligning their individual goals and behaviors
with those of the firm. The study recommends that G4S Limited should ensure
effectiveness in coordination and sharing of responsibilities of strategic management
practices/activities, to avoid challenges of delayed implementation of strategies,
overworking of some workers, errors of commission, omission and duplication | en_US |
