Organizational Determinants of Project Performance of International Humanitarian Non-governmental Organizations in Nairobi County, Kenya

Abstract

The main goal of this study was to assess the impact of organizational elements in the context of humanitarian international non-governmental organizations in Nairobi County, Kenya. Establishing the impact of top management support on project performance, evaluating the commitment of the project team on project performance, investigating the impact of resource management on project performance, and analyzing the impact of organizational structure on project performance of humanitarian international humanitarian non-governmental organizations in Nairobi County were the specific goals of this study. The theories that were applied in this inquiry were the Resource-Based View, Stakeholder Theory, Teamwork Theory, and Systems Theory. In this study, respondents were selected using a stratified sample technique from ten distinct international non-governmental organizations that carry out humanitarian assistance in Nairobi County using a descriptive survey strategy. A questionnaire was used to gather data for this investigation. After the data gathering procedure was finished, the collected data was coded, cleaned, and then entered into the Statistical Package for Social Sciences. After that, analysis was performed utilizing this software using both descriptive and inferential statistics. The data that was obtained as a consequence was then presented using tables and figures. The study's findings show a strong positive correlation between the project's execution and the internal organizational traits that were looked into. The model summary shows that key predictors like organizational structure, resource management, project team commitment, and top management support have a strong positive connection (R = 0.732). This connection explains 53.5% of the variability observed in project performance. Further, ANOVA results validate the importance of at least one predictor variable (F = 26.507), providing evidence that these factors play a role in the variation observed in project performance. Top management support, project team dedication, resource management, organizational structure, and project success are positively correlated, hence the coefficient of determination highlights their contributions. The presence of positive coefficients (0.209, 0.293, 0.433 and 0.236) indicate that an augmentation in each of these organizational factors is correlated with a favorable alteration in project performance. The results highlight the significance of including strategic management components to improve project outcomes for humanitarian INGOs. The study offers significant insights that are special to Nairobi County. However, it is recommended that future research should aim to replicate these study in other regions and addition of other concepts not covered in this study in several counties in Kenya. This will help to improve the generalizability of the results and provide a deeper understanding of the subject matter in various situations. This study makes a valuable contribution to the continuing academic discussion on the organizational factors that influence project performance in the humanitarian sector. It offers practical insights that can be applied by international non-governmental organizations seeking to enhance their effectiveness in the communities they serve.