Determinants of strategy implementation in Kenyan public universities; A case of Masinde Muliro University of science and technology

Abstract

The purpose of the study was to establish the determinants of strategy implementation in Kenyan public universities with particular reference to Masinde Muliro University of Science and Technology. The objectives of the Study were to: establish how strategy formulation influences strategy implementation; asses how leadership style influences strategy implementation; establish how financial resources influence strategy implementation; and assess how communication influences strategy implementation. Descriptive survey design will be used in the research. The target population of 685 was drawn from the teaching, non teaching staff and top management of Masinde Muliro University of Science and Technology using stratified random sampling and purposive sampling respectively. A sample size of 205 respondents was selected from the target population through simple random and purposive sampling techniques. The research instruments used in the study were questionnaires and interview schedule. Both content and construct validity of the research instruments was obtained. This included scrutiny of the instruments by the supervisor and other lecturers of the University of Nairobi. Qualitative data was recorded verbatim, transcribed and recorded in themes and sub-them. Questionnaires were used to gather data from the teaching and non- teaching staff while top management involved the use of interview schedule. Pilot testing of the study instruments was conducted at Moi University. Cronbach’s Alpha of Co-efficiency of at least 0.7 was obtained. From the analysis, the research instruments obtained an Alpha of co-efficiency of at least 0.868 which was within the minimum recommended in social sciences. Data analysis involved the use of statistical package for social sciences, SPSS, version 20. Both descriptive and inferential statistics was used in data analysis. Descriptive statistics included the use of frequency, percentages and mean while inferential statistics included the use of correlation standard deviation and multiple regressions. Data was presented in the form of tables and cross tabulation. Data analysis was done at 95% confidence level and 0.5% significance. The study found out a statistically significant positive effect between strategy formulation and strategy implementation (β1 = 0.557), leadership style had a statistically significant positive effect on strategy implementation (β2 = 0.610), financial resources had a statistically significant positive effect on strategy implementation (β3 = 0.835), while communication had a statistically significant effect on strategy implementation (β4 = 0.605). The recommendations of the study include participation of all stakeholders in strategy formulation, empowerment of staff in decision making, fair allocation of resources for strategy implementation, and recruitment of communication experts. The findings of the study form a base for future reference by interested parties in the field of academia and any other interested parties in future.