A study of the turnaround strategy adopted by the Kenya Revenue Authority (KRA)
Many firms experience trends of deteriorating financial performance at some point in their organizational life cycle as a result of market erosion and/ or maladaptive decisions by management. Based on a deterministic perspective this organizational decline can be attributed to environmental factors while the voluntaristic perspective attributes decline to internal factors, particularly management actions and perceptions. It is for this reason that the researcher deemed it necessary to conduct a study on the strategy adopted by the Kenya Revenue Authority. The study was modeled on a case study design whereby qualitative data was collected focusing on the turn around strategy adopted by the Kenya Revenue Authority. Information was collected on the strategic planning and implementation and strategy and implementation at KRA. Primary data was collected using an interview guide. The interview guide was divided into two sections: section A contained questions on the background information of the respondents. Section B contained questions on strategic planning and implementation and strategy and implementation. Content analysis was used considering the qualitative nature of the data collected through in-depth personal interviews. Based on the findings it can be concluded long term planning is important for the KRA success due to the following reasons; it ensures commitment to the set objectives, it makes it possible to check performance against set objectives, It helps in clarifying the vision of the organization and it also helps in articulation of the mission statement of the organization, It helps in rallying the staff to move in the same direction as well as setting priorities in use of the resources.