CHALLENGES OF STRATEGY IMPLEMENTATION: A CASE STUDY OF KENYA MEDICAL TRAINING COLLEGE

Authors

  • Dr. Miriam M. Ndunge Kenya Medical Training College: KMTC
  • Dr.Kelly Oluoch Kenya Medical Training College: KMTC
  • Dr.Caleb. M. Mutua Kenya Medical Training College
Abstract views: 1145
PDF downloads: 1468

Keywords:

Strategic Plan, Challenges, KMTC

Abstract

Purpose: The purpose of this study was to determine the challenges that affect the implementation of strategic plan at KMTC.

Methods: This study adopted a case study research design. The study used both primary and secondary data. The study population was the KMTC headquarters offices and all constituent KMTC campuses which had the chance of implementing the strategic plans (http//www. kmtc.ac.ke on 24th February 2015). The study respondents was the top management at the KMTC headquarters, principals and HOD of various satellite KMTC campuses. Primary Data was collected with the help of a semi structured questionnaire The study was a Census involving all the 28 KMTC campuses which had the chance of implementing both strategic plans to completion. Data was analyzed by use of SPSS (Statistical Package for Social Science). The descriptive statistics such as tabulations, percentages, mean, standard deviation and frequencies was used in the data presentation.

Results: The findings of the study are that the strategic plan had been implemented satisfactorily at the institution with various aspects remaining to be streamlined. These areas included communication of the strategic plan organization-wide and monitoring and evaluation of the plan. There were several challenges experienced during the implementation of the plan. The main challenge being inadequate financing of the plan and even where the plan financed, late disbursement was experienced.

Unique Contribution to Theory, Practice and Policy: The study recommends that a proper monitoring and evaluation system be put in place and that a proper communication system be in place to update staff on the plan. The researchers further recommend that an office be created to oversee the implementation of the plan.

Downloads

Download data is not yet available.

Author Biographies

Dr. Miriam M. Ndunge, Kenya Medical Training College: KMTC

Corporation Secretary

Dr.Kelly Oluoch, Kenya Medical Training College: KMTC

Ag. Deputy Director, Administration and Finance

Dr.Caleb. M. Mutua, Kenya Medical Training College

Principal Embu Campus

References

Alexander, L.D. (1985). “Successfully implementing strategic decisions.” Long Range Planning, Vol. 18 No. 3, 1985 pp. 91-7.
Aulakh, P.S. and Kotabe, M. (1997), “Antecedents and performance implications of channel integration in foreign markets”, Journal of International Business Studies, Vol. 28, pp. 145-75
Aosa, E. (1992). An empirical investigation of aspects of strategy formulation and implementation within large private manufacturing companies in Kenya. (Unpublished Doctoral Dissertation), University of Strathclyde, Glasgow, Scotland.
Barney, J. B. (1991). “Firm resources and sustained competitive advantage”. Journal of Management, 17 (1), 1991 pp. 99-120.
Barney, J.B. (1995). “Looking inside for competitive advantage.” Academy of Management Executive, Vol. 9, No. 4, 1995 pp. 49-61.

Barney, J. (1996). “The resource-based theory of the firm.” Organizational Science, Vol .

Churchill, G.A., & Iacobucci, D., (2005), Marketing Research: Methodological Foundations. (9th edition). USA: South-Western.

David, F.R. (2005). Strategic Management: Concepts and Cases. Prentice Hall, Pearson Education International, 10th edition.

Deloittte and Touche (2003). Business planning and strategy implementation. Retrieved from www.deloitte.com.

Dierickx, I., & Cool, K. (1989). “Asset stock accumulation and sustainability of competitive advantage.” Management Science, Vol 35, pp.1504-1511S

Grant, R.M. (2005). Contemporary strategy analysis. New York, NY: Blackwell publishing, 5th edition

Goold, M. (1991). “Strategic control in the decentralised firm”, Sloan Management Review, Vol. 32 No. 2, 1991 pp. 69-81.

Hrebiniak (2005). Making strategy work: Leading effective executionand change. Retrived from http://www.whartonsp.com/articles.

Horton, V. and Richey, B. (1997), “On developing a contingency model of technology alliance formation”, in Beamish, P.W. and Killing, J.P. (Eds), Cooperative Strategies: North American Perspectives, New Lexington Press, San Francisco, CA.

Johnson, G., & Scholes, K. (2002). Exploring corporate strategy. 6th ed. Prentice hall, Europe.

Kaplan, R.S. & Norton, D.P. (1992). “The balanced scorecard – measures that drive performance”, Harvard Business Review, Vol. 70 No. 1, 1992 pp. 71-9.

Karuri J. W. (2006). Challenges of strategy implementation in development financial institutions: A case study of industrial and commercial development corporation. Unpublished MBA project, School of Business, University of Nairobi.

Kelly, O.J. (2016). Strategy Content, Quality Management Practices, Organizational Factors And Performance of ISO 9000 Certified Middle Level Colleges In Kenya. Unpublished PhD Thesis, School of Business, University of Nairobi.

Kenya Medical Training College (2015, February 7). About us retrived from http://www.kmtc.ac.ke/About

Kenya Medical Training College (2013). STRATEGIC PLAN, 2013–2017.

Kinyoe, T. N. (2012). Challenges of strategy implementation at the Christian Health association of Kenya Unpublished MBA project, School of Business,University of Nairobi.

Koske F.K. (2003). Strategy implementation and its challenges in public corporations: A case study of Telkom (K) Limited. Unpublished MBA project, School of Business,University of Nairobi.

McNeill, P., and Chapman, S., (2005), Research methods, UK: Routledge

Michael J. M. (2004). Factors influencing strategy implementation by international NGOs operating in Kenya. Unpublished MBA project, School of Business, University of Nairobi.

Mintzberg, H. (1994), “The fall and rise of strategic planning”, Harvard Business Review, Vol. 72 No. 1, 1994 pp. 107-14.

Mody, A. (1993), “Learning through alliances”, Journal of Economic Behavior and Organization, Vol. 20, pp. 151-69.

Muthuiya F.A. (2004). Strategy Implementation and its challenges in Non-Profit Organizations in Kenya: The case study of AMREF. Unpublished MBA project, School of Business, University of Nairobi.

Ochanda R.A. (2006). Challenges of strategy implementation at the Kenya Industrial Estates. Unpublished MBA project, School of Business, University of Nairobi.

Odhiambo B. O. (2006). Strategy implementation by major petroleum companies in Kenya. Unpublished MBA project, School of Business, University of Nairobi.

Okech, E. A. (2013). Challenges of implementing strategic plans by private hospitals in Nairobi County.Unpublished MBA project, School of Business, University of Nairobi

Okumus, F. (2001). “Towards a strategy implementation framework”, International Journal of contemporary Hospitality Management. Vol.13 No.7 pg 327-338

Otley, D. (1999). “Performance management: a framework for management control systems research”, Management Accounting Research, Vol. 10, 1999 pp. 363-82.

Pajoro, D.I. & Sohal. S.A. (2011). The relationship between organization strategy, total quality management (TQM), and organization performance: the mediating role of TQM. European Journal of Operational Research 168 (2006) 35–50.

Pearce, J. A. and Robinson, R. (1997). Strategic Management: Strategic Formulation and Implementation. USA: Richard D. Irwin. 6th edition.

Pearce, J. A. & Robinson, R. (2003). Strategic Management Formulation and Control. McGraw Hill. 10th edition

Pearce, J. A., & Robinson, R.B. (2007). Strategic management formulation,implementation and control .Chicago , IL :McGraw-Hill, 9th edition .

Powell, T. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16: 15-37.

Rapert, M.L., Velliquette, A. & Garretson, J.A. (2002), “The strategic implementation process:evoking strategic consensus through communication”. Journal ofBusiness Research,Vol. 55, 2002 pp. 301-10

Rumelt, R. (1984). Toward a strategic theory of the firm. In R. Lamb (Ed.),Competitive strategic management. Englewood Cliffs, NJ: Prentice-Hall

Thompson, A. A. (2005). Crafting and executing strategy: The quest for competitive advantage: Concepts and cases. McGraw-Hill, 15th Edition.

Thompson, A. A, & Strickland, A.J, (2003). Strategy formulation and implementation. BPI Irwin, 4th edition

Thompson, A. A., Strickland, A. J. & Gamble, J. E. (2007). Crafting and Executing Strategy. 15th edition. McGraw-Hill. USA.

Penrose, E. T. (1959). The theory of the growth of thefirm. New York: Wiley.

Porter, M.E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, the Free Press, New York, NY.

Porter, M.E (1985). Competitive Advantage, New York: Free Press,

Wernerfelt B. (1984). A resource-based view of the firm. Strategic Managenment Journal. 5, 171-180.

Downloads

Published

2019-07-26

How to Cite

Ndunge, D. M. M., Oluoch, D., & Mutua, D. M. (2019). CHALLENGES OF STRATEGY IMPLEMENTATION: A CASE STUDY OF KENYA MEDICAL TRAINING COLLEGE. European Journal of Business and Strategic Management, 4(4), 76 – 99. Retrieved from https://www.iprjb.org/journals/index.php/EJBSM/article/view/945

Issue

Section

Articles