Influence of logical-incremental strategy implementation style on performance of commercial state corporations in Kenya
Abstract
This research study sought to determine how the logical-incremental strategy implementation style, and
each of its three constructs (goal clarity, employee commitment and continuous steady improvements),
influenced the performance of commercial state corporations in Kenya. This research study employed
the positivism research philosophy and a descriptive research design. The multistage sampling method
(homogenous purposive sampling, stratified random sampling and simple random sampling) was
applied to draw 327 middle-level managers from the target population. Using linear regression
analysis, this research study established that the logical-incremental strategy implementation style
positively and significantly influenced the performance of commercial state corporations in Kenya.
Further, this research study found that goal clarity, employee commitment and continuous steady
improvements positively and significantly influenced the financial performance of commercial state
corporations in Kenya (p < 0.05). In addition, the present study established that goal clarity and
continuous steady improvements had a positive and significant influence on the customer satisfaction
of commercial state corporations in Kenya (p < 0.05), but employee commitment had no statistically
significant influence on customer satisfaction (p > 0.05). This study concludes that adoption of the
logical-incremental strategy implementation style enhances the performance of commercial state
corporations in Kenya, and therefore, recommends that in order to achieve enhanced performance, the
management of commercial state corporations should ensure that strategic objectives are clear, that
employees are committed, and that the organization continuously improves its processes and
procedures in order to enhance organizational effectiveness.
References
Andersen, J. A. (2015). How organisation theory supports corporate governance scholarship. Corporate
Governance, 15(4), 530-545.
Anderson, D. M., & Stritch, J. M. (2015). Goal clarity, task significance, and performance: Evidence
from a laboratory experiment. Journal of Public Administration Research and Theory Advance
Access, 6(1), 1-23.
Andrew, A. (2017). Employees’ commitment and its impact on organizational performance. Asian
Journal of Economics, Business and Accounting, 5(2), 1-13.
Andrews, R., Boyne, G. A., Law, J., & Walker, R. M. (2011). Strategy implementation and public
service performance. Administration & Society, 43(6), 643-671.
Andrews R, Beynon MJ, & Genc E. (2017). Strategy Implementation Style and Public Service
Effectiveness, Efficiency, and Equity. Administrative Sciences, 7(1),4.
https://doi.org/10.3390/admsci7010004
Arnoud, A. V. (2008). Strategy implementation in a small island community: An integrative framework.
Rotterdam: Haveka.
Bandula, P. M. K. U., &Jayatilake, L. V. K. (2016). Impact of employee commitment on job
performance: Based on leasing companies in Sri Lanka. International Journal of Arts and
Commerce, 5(8), 8-22.
Baroto, M. B., Arvand, N., & Ahmad, F. S. (2014). Effective strategy implementation. Journal of
Advanced Management Science, 2(1), 50-54.
Candido, C., & Santos, S. P. D. (2015). Strategy implementation: What is the failure rate? Journal of
Management and Organization, 21(02), 237-262.
Chang, H. (2015). The influence of continuous improvement and performance factors in total quality
organization. Total Quality Management and Business Excellence, 16(3), 413-437.
Dost, K.B., Zulfiqar, A., Noman, S., & Wasim, A. S. (2011). Impact of employee commitment on
organizational performance in Pakistan. Arabian Journal of Business and Management Review,
(3), 87-98.
Ebikeseye, E., & Dickson, R. S. (2018). Employee commitment to work as an ingredient for service
delivery of selected firms in Bayelsa State. IIARD International Journal of Economics and
Business Management, 4(1), 80-92.
Elkhdr, H. R. (2019). The relationship between strategic management and leadership: A critical
literature review. International Journal of Scientific & Technology Research, 8(2), 58-65.
Flynn, K. (2013). School of thought. Preservation, 65, 8-8.
Friedberg, E. (1997). Local orders: The dynamics of organized action. Greenwich, CT: JAI Press.
Fukey, L. N., Issaca, S. S., Balasubramanianb, K., &Jaykumar, V. (2015). Service delivery quality
improvement models: A review. Procedia-Social and Behavioral Sciences, 14(4), 343-359.
Genc, E. (2017). Strategy implementation, organizational culture and performance in Turkish local
government.https://orca.cf.ac.uk/112237/1/2018GencEPHD.pdf
Government of Kenya, (2013). Report of the presidential taskforce on parastatal
reforms.atwww.apsea.or.ke
Govindarajan, V. (2017). A contingency approach to strategy implementation at the business-unit level:
Integrating administrative mechanisms with strategy. Academy of Management Journal, 31(4),
-45.
Heydari, M. K., & Lai, K. (2019). The effect employee commitment on service performance through a
mediating function of organizational citizenship behaviour using servqual and collaborative
filtering modeling: Evidence from China’s hospitality industry. Journal of Tourism &
Hospitality, 8(2), 1-10.
Hutama, R., &Yudianto, S. I. (2019). The influence of budget participation, budget goals clarity and
internal control systems implementation on local government performance. Journal of
Accounting Auditing and Business, 2(2), 58-76.
Ikyanyon, D., & Agber, I.A. (2020). Examining the effect of employee commitment on organizational
performance: Evidence from a cement manufacturing company in Nigeria. European Scientific
Journal, 16(22), 78-112.
Johnson, G., & Scholes, K. (1993). Exploring corporate strategy. London: Prentice Hall.
Joshi, M.P., Sherman, H.D. & Schermerhorn, J.R. (2004). Strategy implementation styles of Malaysian,
Thai and Hungarian middle managers. Asian Academy of Management Journal, 9(2), 19-33.
Kaplan, R.S., & Norton, D.P. (2001). The strategy-focused organization - How balanced scorecard
companies thrive in the new business environment. Boston, MA: Harvard Business School
Press.
Katamei, J., Omwono, G., &Wanza, S. (2015). Challenges of strategy implementation on performance
of constituency development fund projects in Kenya: A case of Marakwet West Constituency.
International Journal of Business Administration, 6, 10-18.
Khan, U. H., Ali, S., &Hongqi, L. (2018). Impact of continuous improvement on organization
performance insight from Pakistan: An empirical study. International Journal of Innovation,
Management and Technology, 9(1), 7-14.
Kiruja, K. C., &Kimencu, L. (2020). Effects of business process management practices on financial
performance of commercial banks in Nairobi County, Kenya. International Academic Journal
of Human Resource and Business Administration, 3(9), 1-26.
Krumwiede, K. R., Eaton, T. V., Swain, M. R., &Eggett, D. (2008). A research note on the effects of
financial and nonfinancial measures in balanced scorecard evaluations. Advances in
Accounting Behavioral Research, 11(1), 155-177.
Kumar, R. (2019). Research methodology: A step-by-step guide for beginners (4th ed.) New York:
SAGE Publications.
Le, T.N., & Nguyen, D. D. (2020). An impact of budgetary goal characteristics on performance: The
case of Vietnamese SMEs. The Journal of Asian Finance, Economics and Business, 7(9), 363370.
Mbaka, R. M., & Mugambi, F. (2014). Factors affecting successful strategy implementation in the water
sector in Kenya. IOSR Journal of Business and Management, 16(7), 61-68.
Mintzberg, H. (1990). Strategy formation: Schools of thought. Perspectives on strategic management,
, 105-235.
Mintzberg, H. (1994). The rise and fall of strategic planning. New York: Prentice Hall.
Mintzberg, H., Ahlstrand, B., &Lampel, J. (2001). Researching configuration. Rethinking Strategy,
-211.
Morgan, G. (2007). Images of organization. Thousand Oaks: Sage.
Obeidat, B. Y. (2016). The effect of strategic orientation on organizational performance: The mediating
role of innovation. International Journal of Communications, Network and System
Sciences, 9(11), 478-505.
Pai, J., & Yeh, C. (2008). Factors affecting the implementation of e-business strategies: An empirical
study in Taiwan. Management Decision, 46(5), 681-690.
Public Service Commission (2016). Evaluation report for the year 2015/2016 on public service
compliance with the values and principles in Articles 10 and 232 of the Constitution. Nairobi:
Government Printer.
Public Service Commission (2017). Evaluation report for the year 2016/2017 on public service
compliance with the values and principles in Articles 10 and 232 of the Constitution. Nairobi:
Government Printer.
Public Service Commission (2018). Evaluation report for the year 2017/2018 on public service
compliance with the values and principles in Articles 10 and 232 of the Constitution. Nairobi:
Government Printer.
Public Service Commission (2019). Status of the public service compliance with the values and
principles in Articles 10 and 232 of the Constitution for the year 2018/2019. Retrieved from
www.publicservice.go.ke
Rajagopalan, N. & Rasheed, A. (1995). Incremental Models of Policy Formulation and NonIncremental
Changes: Critical Review and Synthesis. British Journal of Management,6,289302.
Rosenbaum, D., More, E., &Steane, P. (2018). Planned organisational change management: Forward
to the past? An exploratory literature review. Journal of Organizational Change Management,
(2), 286-303.
Scott, W.R. (1981). Organizations: Rational, natural, and open systems. Englewood Cliffs NJ: Prentice
Hall Inc.
Shonhadji, N., & Maulidi, A. (2020). Is it suitable for your local governments? A contingency theory based analysis on the use of internal control in thwarting white-collar crime. Journal of
Financial Crime, 12, 23-43.
Tanjung, A. R., &Basr, Y. M. (2017). The effects of leadership styles on goal clarity and fairness:
Mediated used performance measure. International Journal of Scientific & Technology
Research, 6(4), 202-206.
Taylor, T.K., & Buumba, L. (2020). Strategy implementation styles of local authorities of Copperbelt
Province (Zambia). Strategic Public Management Journal, 6(11), 33-53.
Theodore, H. P. (2013). Strategy formulation and performance: Evidence from local public transit
agencies. Public Performance & Management Review, 36(4), 585-615.
Tosun, J., &Treib, O. (2018). Linking policy design and implementation styles. London: Routledge.
Viechtbauer, W., Smits, L., &Kotz, D. (2015). A simple formula for the calculation of sample size in
pilot studies. Journal of Clinical Epidemiology, 68(11), 1375- 1379.
Yamane, T. (1967). Statistics: An Introductory Analysis (2nd ed.). New York: Harper and Row.
Yuen, K.F., Thai, V.V., & Wong, Y.D. (2016). The effect of continuous improvement capacity on the
relationship between of corporate social performance and business performance in maritime
transport in Singapore. Logistics and Transportation Review, 95, 62-75.
Published
How to Cite
Issue
Section
Copyright (c) 2022 Vincent I. Ngundi, Damary Sikalieh
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
