Effect of Strategic Patnership on Performance of Non-governmental Organizations in Nairobi Kenya

Abstract

This study aimed to investigate the influence of strategic partnerships on the performance of non-governmental organizations (NGOs) operating in Nairobi, Kenya. The research employed a cross-sectional descriptive research design and data was collected from 296 NGOs in Nairobi through structured questionnaires administered to managers within these organizations. Data analysis was primarily quantitative. The research design employed was descriptive design and this enabled examination of the attributes of the sample and linear regression models to assess the relationship between strategic partnerships and NGO performance. The theoretical framework guiding this study drew upon Resource Dependence Theory and Institutional Theory to better understand how variables relate. The study focused on various dimensions of strategic partnerships, including shared vision, teamwork, open communication, trust, joint commitment, and investment. The study's findings showed that strategic partnerships were crucial to improving the performance of NGOs in Nairobi, Kenya. Specifically, the study identified that the adoption of shared vision among partners, effective teamwork, open communication channels, trust-building, and joint commitment and investment were positively correlated with improved NGO performance. The performance outcomes assessed included higher levels of customer satisfaction and increased employee satisfaction. The study suggests that NGOs operating in Nairobi, Kenya should be fostering strategic partnerships that emphasize shared values, collaborative teamwork, transparent communication, trust-building, and mutual commitment and investment. These plans are essential for enhancing customer and employee satisfaction.