The strategy – resource configurations and performance implications in Nongovernmental Organizations
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Date
2012-03Author
Bagire, V
Aosa, E
Awino, Z B
Type
ArticleLanguage
enMetadata
Show full item recordAbstract
Configurations are composed of organizational elements that render certain outcomes collectively
rather than individually. This study set out to establish the implications of strategy and resource
configurations on performance of Nongovernmental organizations. We tested for strategy with the sub
variables of resources as predictors of performance in the tangible and intangible sub domains. Using
interaction terms, results revealed that different configuration settings rendered into various
performance outcomes. Strategy –tangible resource models had high coefficients but were not
significant in predicting tangible, intangible and main performance. On the contrary strategy –
intangible resources were significant with other domains save with intangible performance. The three
way interaction term was not significant although with high prediction power across the performance
variables. We conclude that configuration approach offers promise in better understanding of the
performance of NGOs. The study outcomes have rich insights for both scholars and practitioners. We
recommend further empirical examinations of strategy elements in the NGO sector.
Citation
Crown Research in Education Volume 2, issue 3, pp 105-112 April 2012 ISSN 2276-7436Publisher
Department of Business Administration, School of Business, University of Nairobi, Nairobi, Kenya
Subject
StrategyResources
Configurations
Performance
Nongovernmental organizations
Intangible resources
Tangible resources