STRATEGY IMPLEMENTATION PRACTICES AND PERFORMANCE AMONG HUMANITARIAN RESPONSE NON-GOVERNMENTAL ORGANIZATIONS IN KENYA

Abstract

NGOs are faced by myriads of challenges today trying to “survive” in an ever-ending competition with limited resources. Resources are always scarce with ever changing donor environment and priorities. Many developed countries today are looking into win-win situation with donors looking more inwards and want to focus more on trade compared to donations which has existed for decades. The long-time donations without sustainability has led to donor’s fatigue. In 2025, the world saw the USA stop funding with the incoming of new administration. Strategy implementation is complex, its tedious, time consuming and need deliberate and intentional efforts to engage and ensure organization’s plans are put into action. Implementation of strategic plans in companies and organizations faces a myriad of challenges including inadequate finances to invest in modern technology; lack of adequate and qualified employees; failure by the executive to involve the employees in key decisions; a mechanistic organizational structure; organizational culture; poor leadership and political interference. With donors shifting often and todays economies, there is need for theoretical and empirical research on the strategy implementation and performance practices among Humanitarian Non-Governmental Organizations in Kenya. The research was done on selected National and International NGOs with offices based in Nairobi County targeting strategic leaders of these organizations. The research adopted descriptive design which was simple for respondents to understands easily. The research questionnaires used Likert method which was easy to tick boxes. The questionnaires were self-administered and completed with one and a half months where respondents used Google Form which was easy to follow as responses were coming in. The data was analyzed using descriptive statistics involving frequencies and percentages. The study indicated that there was a correlation between strategy implementation practices and the performance of the NGOs. The study indicated that strategic leadership and team work was key measuring the performance of the NGOs. The study then presented the findings and finally gave conclusion, recommendations. The study in addition, gave suggestions for further research on strategy implementation practices and performance among humanitarian response non-governmental organizations in Kenya.

Key Words: Humanitarian Response NGOs, Strategy Implementation Practices, Strategic Leadership, Team Work, Performance of the NGOs