Strategic value of action by Churches together(ACT) alliance to Finn Church aid, Kenya

Abstract

Studies have shown that intense competition has driven organizations to examine different ways to enhance or retain their competitiveness and relevance. Strategic alliance is one such strategic competitive strategy through which an organization can leverage its resources to emerge an effective competitor and relevant. The study has focussed on the strategic value of Action by Churches Together (ACT) Alliance to Finn Church Aid Kenya as the research question in a case study. Seven FCA programme staff members who have extensively been dealing with Act alliance functions were interviewed guided by questionnaire that provided room for in-depth and interactive interview discussions. Reference was also made to secondary source of information. Data was analysed using content analysis. From the study FCA has accrued some strategic milestones from the alliance membership. The alliance facilitated FCA to access many programme locations through the partners, reduced administration costs and shared services. FCA visibility has been enhanced through the alliance branding, consequently contributing to FCA success in global fundraising. FCA has a high and influential standing in alliance. However, as the environment changes so is the FCA strategic direction; an emerging situation that necessitates FCA need to re-evaluate its current position and map out appropriate strategic direction to steer FCA ahead remaining relevant and competitive . This study will be beneficial to the management of FCA. The findings will assist FCA to evaluate the strategic sense of the alliance as it implements its 2013 to 2016 Strategy. The study will provide literature on further future research in organizations strategic responses in Kenya. The study recommends that FCA further re-evaluate the alliance collaboration to make appropriate strategic choices given its current strategic shift.