STRATEGY IMPLEMENTATION

Strategy implementation refers to a set of decisions and actions that result in implementation of formulated long-term plans designed to achieve organisational objectives (Pearce & Robinson, 2005:68). According to Robbins (2003:204), strategy implementation involves the application of a management process to obtain the desired results such as designing the organisation's structure, allocating resources, developing information and decision process, managing HR and rewards, approaches to leadership, and staffing. Adjibolosoo (2011:92) stresses that to implement strategies effectively require committed staff. Strategy implementation must be driven by a strategy champion, someone other than the CEO who does not necessarily have to implement plans, but must oversee that employees implement intended strategic plans. (Irwin, 2011:1).

Sun (2005:45) is of the opinion that implemented strategic initiatives are often not integrated in the achievement of mission and vision statements and are often not measured. However, they can be monitored and measured using a balanced scorecard which is an integrated strategic performance tool that uses metrics to measure the outcomes of key performance areas. Barnat (2005:1) urges organisations to identify action plans to achieve strategic objectives, and time lines by which progress towards achieving these objectives can be measured. Duff (2013:1) suggests that management should have information sessions with employees about new strategic processes and procedures to be implemented. An obstacle is that strategies may be formulated in the strategic plan, but no tactics to convert it into action have been defined (Wilkie, 2005:1). This then results in the implementation of just some plans, and not all the intended strategy.

155 6.4 SUMMARY

This chapter has discussed the theoretical models of strategy implementation and outcomes. It has shown and discussed different models for strategy implementation and outcomes. The emphasis of the models is that the strategy implementation process should factor in the effects of all aspects of the organisation environment.

Strategy implementation should also be a concerted effort of all the staff in an organisation, who should work in harmony.

From this chapter, it is clear that the key question an organisation should seek to answer is not whether to implement strategy, but what measures should be put in place to guarantee effective strategy execution in the organisation. Effective strategy execution has an effect on business practices, and effective strategy implementation increases the organisation‟s competitive advantage.

The discussion of the theoretical models has culminated in the formulation of a hypothetical model which captures the factors influencing successful strategy implementation in Kenya‟s state corporations. The chapter has also formulated study hypotheses which were derived from the hypothetical model and substantiated by secondary sources. It is clear that the state corporations in Kenya will survive and succeed in the long run if the management develops and cultivates the culture of effectiveness in strategy implementation.

The next chapter discusses the research methodology and research paradigm adopted in the study.

156 CHAPTER SEVEN

RESEARCH METHODOLOGY

7.1 INTRODUCTION

Chapter six has addressed the theoretical models and constructs of strategy implementation and outcomes. Three sets of factors were formulated and substantiated by secondary sources on the factors that impact successful strategy implementation. The model depicted the operationalisation of variables from the three sets of factors that may impact strategy implementation. Internal variables included structure, HR, financial resources, culture, systems, leadership, corporate governance and communication. Market variables included customers, suppliers, competitors and labour market. External variables, namely, political/legal, economic, socio-cultural, technology, ecological and globalisation were also included.

Research is all about finding out “something” whose absence may distort the ability to make informed decisions. Business research is a social science which deals with human beings and organisations (Nwoka, Kiabel & Briggs, 2009:435). Business researchers need to appreciate that business decisions are taken within a broad social and historical context, which gives substance, direction, and ultimately meaning to the work of an individual researcher. Reality is therefore not straight forward.

Kothari (2004:10) defines research methodology as a way to systematically solve a research problem. The various steps that are generally adopted in studying the research problem, along with the logic behind it, are used. The chapter describes and discusses the research paradigms, research approaches, research strategies, time horizons, population, sampling, data collection methods, pilot study, reliability and validity of research data, and data analysis.

This chapter addresses the research design and methodology adopted in the study.

It discusses the research paradigms, research methodologies, data collection and data analysis methods that are most suitable to meet the primary and secondary research objective outlined in Chapter one. The chosen research design enabled the

157 researcher to address the research objectives and to test the hypotheses formulated and operationalised in Chapter six.

The chapter commences with an introduction, which is followed by an explanation of the research aim and objectives, and thereafter the research design where the epistemologies or research paradigms (positivistic and phenomenological) are discussed in detail and a justification of the chosen paradigm is given. The other sections of the chapter include types of research, population and sampling, data collection methods, data analysis and statistical procedures, reliability and validity of the measuring instrument, credibility of research findings, significance of the study, and ethical considerations.

The next section highlights the research aim and objectives of the study.