Strategic Management Practices and Performance

Performance of international non-governmental organizations (INGOS) in Kenya has increasingly become an intricate subject to its stakeholders. This obvious decline has triggered loss of value for NGOS as complementary service providers. In an attempt to unravel this, many studies have pointed to strategy implementation practices as a principal determinant. Many scholars however, have argued in contrast holding that organizations can only increase performance by cutting costs, transforming procedures and enhancing quality of output. Not clear on this basis is the question of the relationship of strategy implementation practices and organizational performance. It remains unanswered. By way of academic research, this book laid out to study the relationship between strategy implementation practices and performance in the INGOs in Kenya.