Strategy Content, Quality Management Practices, Organizational Factors And Performance Of ISO 9000 Certified Middle Level Colleges In Kenya
Strategic management scholars and practitioners have for a long time attempted to explain why firms operating within an industry register varying performance. Strategies that an organization formulates and adopt in the short and long run may affect the performance of firms. The way strategy content influences organizational performance can be determined by quality management practices and organizational factors. Theories that support these relationships are industrial organizations economics theory, resource based theory, neo-institutional theory and stakeholders theory. This study aimed to establish the effects of quality management practices and selected organizational factors on the relationship between strategy content and performance. The main design was cross sectional survey. The study was a census of all ISO 9000 certified middle level colleges in Kenya which are 50 in number. The main tool for data collection was a structured questionnaire. The study used one sample t-test for descriptive statistics. The major statistical measure of the relationships was the correlation coefficient. Simple regression was used to test direct relationships while multiple regressions were used to test indirect relationships. The study found that strategy content had a significant influence on organizational performance. It was also established that organizational factors had significant moderating influence between strategy content and QMPs and between strategy content and organizational performance. Statistically significant intervening effect of quality management practices between strategy content and organizational performance was ascertained. Finally, the results showed that the joint effects of strategy content, organizational factors and quality management practices were different from their individual contributions to performance. The study was limited to variables of strategy content, quality management practices and organizational factors and their effects on performance. This study has implications for advancement of frontiers of knowledge as it contributes to the advancement of theories of industrial organization economics, neo- institutional theory, resource based theory, and stakeholder theory. The findings of this study will be important to policy makers on the value of embracing quality as a strategic choice and organizational factors necessary for implementation of strategies. Practitioners in the field of education and quality management will benefit from the results of this study. Future studies should examine the effects of the strategy content, quality management practices and organizational factors on performance across several industries. Further investigations should be carried out on the effects of external environment as a moderator on the relationship between strategy content and quality management practices and their effects on performance.
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