Effect of strategic implementation on the performance of firms in the aviation industry in Kenya

Abstract

Strategy implementation has attracted much less attention in strategic and organizational research than strategy formulation or strategic planning. Alexander (1991) suggests several reasons for this: strategy implementation is less glamorous than strategy formulation, people overlook it because of a belief that anyone can do it, people are not exactly sure what it includes and where it begins and ends. Strategy implementation has been viewed as the stage of strategic management involving the use of managerial and organizational tools to direct resources towards achieving desired outcomes. The objectives of the study were to find out strategy implementation process at firms in the airline industry in Kenya; to determine the effect of strategy implementation on the performance of firms in the airline industry in Kenya. This study employed a descriptive research design. The study population was all the airlines in Kenya. A questionnaire was used to collect Primary data. Secondary data involved the collection of published material and information from other sources such as annual reports, published data. Quantitative data collected was analyzed by the use of descriptive statistics and inferential statistics using SPSS and presented through percentages, means, standard deviations and frequencies. The study found that the airline had a vision statement which was communicated across the airline by posters. The study found that the airline had a strategic plan. The airline had a strategic implementation plan. The types of strategic implementation plans which had been developed were short term strategic plans (0-1) years. The study established that the airlines readiness for organizational change as more prepared. The respondents rated the willingness of executive director to accept and implement change as more open. The study recommends the airlines to have a vision statement and a mission statement which was communicated across the airline by circulars and posters. The study recommends the airline stakeholders to accept and implement change openly. The competencies of the association staff to plan manage and implement strategic initiatives as good. The airlines need to develop a set of key v performance indicators or some other form of accountability to track the success of strategic initiatives.