Strategic configurations and performance of large non-governmental organizations in Uganda
This study was motivated by the questioning of the performance of nongovernmental organizations in Uganda and the discontinuities in the configuration theory. The study premised on the view that configurations of variables would provide a superior explanation of performance as against individual isolated factors. The main objective was to establish the relationship between strategic configurations and performance of NOOs. The predictor variables selected for study were strategy, structure and resources. The study was guided by five objectives examining the relationship between the various configurations of the factors and performance. Hypotheses were formulated and tested as basis for the conclusions. The review of literature provided theoretical and empirical findings that anchored the study. The population for the study was 313 NGOs operating in Uganda and a cross sectional survey design was adopted. Both quantitative and qualitative data were collected using questionnaires, interviews and review of documents. The instrument was tested for reliability and found fit. Analysis was undertaken using various techniques namely, correlation and regression analysis, K-means and hierarchical cluster analysis and content analysis. It was established that positive and significant associations existed between the variables. Resources had the highest independent prediction of performance followed by structure and strategy. The two-way configurations had a higher prediction of performance than the independent effects. Conversely, the three way interaction terms predicted performance higher than the twoway. The joint effects were statistically significant while some of the interaction terms were not. The findings were consistent with many previous studies. A framework of configuration drivers and an archetype denoted as R-S-S-P were proposed for future research. The researcher concluded that NGO performance has been misunderstood and under reported basing on narrow measures. Configurations were thus supported as a superior approach to understand performance. The results provided rich implications for theory, policy and practice. The study offered key recommendations to stakeholders including use of multiple indicators, refinement of operational space and internal management. There were methodological and process limitations but they were mitigated and did not affect the credence of results.