Organizational Resources and Strategy Implementation of Non-profit Organizations in Kibera Informal Settlement in Nairobi County

Abstract

This study delves into the critical interplay between organizational resources and the implementation of strategies within non-profit organizations operating in the unique context of the Kibera informal settlement in Nairobi County. Anchored on the Resource-Based View theory and Environmental Dependency Theory, the research seeks to comprehend the nuanced influence of financial resources, human resources, and technological competence on the successful execution of strategies. Employing a descriptive and cross-sectional survey approach, the study engaged a population of 57 non-profit organizations, administering semi-structured questionnaires, of which 31 responses were received. Rigorous testing of the data collection instrument ensured its efficiency, validity, and reliability through empirical and literature reviews, and Cronbach alpha measurements. The findings underscore a robust positive impact of human resources on the strategies of non-profit organizations in Kibera, distinguishing it from the effects of financial resources and technological competence. This study not only contributes to theoretical advancements but also offers practical implications for refining strategic management policies and practices within the realm of non-profit organizations. Recommendations for future research include exploring different geographical locations and investigating the long-term effects of limited financial resources on non-profit operations and scalability which will offer insights valuable for enhancing organizational resilience in diverse contexts beyond non-profit sectors.