Influence of Stakeholders in Strategy Implementation at G4s Kenya Limited

Abstract

The importance of identifying and including important stakeholders in the strategic management process is critical since when primary stakeholders are excluded, the relevance and anticipated benefits from the strategy will be limited. The main aim of this study was to determine Influence of Stakeholders involvement in strategy implementation at G4S in Kenya. This study is founded on two theories; Resource based theory (RBT) and industry organization (I/O) theory. The resource based view model and the industrial organization model are used by organizations to generate the strategic inputs needed to successfully formulate and implement strategies and to maintain strategic flexibility. This study was conducted through a case study. The study was done at G4S Kenya. Primary data was collected by way of an interview guide. The interview guide was administered to the management of G4S Kenya. The managers represented different business units which are manned security, Response service, Courier service, Cash in Transit and secure logistics. The qualitative analysis was done using content analysis. This generated and categorized items for comparison with the interview results from the managers. The study found that early involvement of employees in the strategy process helps employees in understanding goals, style, and cultural norms and also prevents them from being taken by surprise, putting all employees at the same platform, helping the employees to own the process thus ensuring better results. The research concludes that the management has taken initiatives in creating and sustaining a climate within G4S Limited that motivates employees in their implementation that includes; encouraging teamwork, maintaining a powerful culture that results in employees aligning their individual goals and behaviors with those of the firm. The study recommends that G4S Limited should ensure effectiveness in coordination and sharing of responsibilities of strategic management practices/activities, to avoid challenges of delayed implementation of strategies, overworking of some workers, errors of commission, omission and duplication