| dc.description.abstract | Strategy formulation has been widely regarded as the most important component of
the strategic management process – more important than strategy implementation or
strategic control. However, recent research indicates that strategy implementation,
rather than strategy formulation alone, is a key requirement for superior
organizational performance. The Government of Kenya (GOK) is currently
implementing Vision 2030, the country's development blueprint covering the period
2008 to 2030. Recognizing that the required funds to fully support the country's
development agenda and to meet the infrastructure deficit will require involvement of
the private sector, the government has over the second half of the last decade
exhibited a strategic shift towards partnering with the private sector, through a variety
of avenues, key among which is the strategic adoption of Public Private Partnerships
(PPP). There are extensive literatures on policy implementation and the management
of change, which provide insights into strategy implementation in both public and
private organizations. Nonetheless, writers in these fields have themselves recognized
the lack of empirical research linking implementation processes where public and
private partnerships are involved. The study thus set out to determine the extent of
implementation of Public-Private Partnerships at Kajiado County. The study used a
case study research design. The case study design facilitated the in-depth exploration
of the extent of implementation of Public-Private Partnerships against the normal
strategy implementation process specifically dwelling on Njaa Marufuku Campaign at
Kajiado County. This study used both primary and secondary data. The primary data
composed of the responses received from personal interviews with ten senior and
middle management while the secondary data was from relevant literature review.
The present study employed the qualitative type of analysis, specifically the content
analysis. Results reveal that overall, the NMK initiative conforms its intervention to
the strategy implementation process, and this has contributed to the established
programme success. The three components guiding project selection and therefore
activities within the NMK PPP strategy indicates the presence of a well laid down
strategic plan. The NMK intervention is also found to observe a critical component in
the strategy implementation process which is the clarity of goals. The tasks and
activities are also defined and given focus by a set of predefined guidelines. A large
number of the program implementers go through training prior to the onset of project
implementation. Findings further imply that stakeholder roles in the strategy
implementation process within the NMK intervention are clearly cut out hence
enabling a well-coordinated implementation process. The intervention is further found
to observe strategic meetings and stakeholder commitment is adequately established
both from the government and private sector sides. As follow up to strategy
implementation in various projects, the intervention was found to further carry out
continuous monitoring and evaluation. | en_US |
