EFFECT OF STRATEGIC STAKEHOLDERS’ ENGAGEMENT INFLUENCE ON THE STRATEGY IMPLEMENTATION IN THE ADMINISTRATION POLICE SERVICE
Keywords:
Key word: Stakeholders, Engagement, Strategy, Implementation
Abstract
Purpose of the Study: The purpose of this study was to explore the effect of strategic stakeholders engagement influence on the strategy implementation in the Administration police service in Kenya.
Statement of the Problem: For organizations to achieve their goals and objectives, it is necessary for them to adjust to their environment through strategy. It is therefore imperative for the Police service to comprehend their resources and the forces that shape organizational competition. As a way of meeting these increasing demands, the police globally have embraced the issues of strategic stakeholders’ engagement. However, a significant number of strategic initiatives fail during their implementation since it has been recognized as the biggest challenge for organizations. Kenya’s Vision 2030 lays emphasis on security as crucial pillars for economic growth implying the police play a crucial role in creating the conditions in which development can take place. The Administration Police Service in trying to better its service delivery has so far drawn up three strategic plans with 2013-2017 being the current plan under implementation. However, there has been little change in the structure, accountability and attitude of the police service to match these plans.
Study Methodology: This study adopted a descriptive research design. The study used purposive sampling for the where 1 county commandant, 2 deputy county commandants, 5 sub-county commandants and 10 deputy sub-county commandants were selected. Quantitative data were analyzed using SPSS.
Results of the Study: The study indicated that Strategic Stakeholder Engagement was positively and significantly associated to strategy implementation (r=0.651, p=0.000<0.05). Regression results revealed that there was a positive and significant relationship between stakeholder engagement and strategy implementation (r=0.117, p=0.000).
Conclusion: The study concluded that stakeholder engagement has a positive and significant effect on strategic implementation.
Policy Recommendation: the study recommended that the strategy leaders should have also created an environment that actually facilitates strategy implementation.
Key word: Stakeholders, Engagement, Strategy, Implementation
References
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Mutambuki, P. (2011). Challenges of Strategy Implementation: A case study of Kenya Pipeline Company Limited. Unpublished Master’s Research Project, University of Nairobi, Nairobi, Kenya.
Muthoka, C. N. (2011). Challenges Of Managing Organizational Cultural Changes At The Nation Media Group Ltd. Master's Thesis, University of Nairobi, School of Business.
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Nguyen, Q. H. (2009). How Middle Managers Group-focus Emotions and Social Identities Influence Strategy Implementation. Strategic Management Journal, 32, 1387-1410.
Nilsen, P. (2013). Making sense of implementation theories, models and frameworks. Implementation Science, 10(53), 1-13.
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O'Reilly, C. A., Caldwell, D. F., Chatman, J. A., Lapiz, M., & Self, W. (2010). How Leadership Matters: The Effects of Leaders' Alignment on Strategy Implementation. The Leadership Quarterly, 21, 104-113.
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Rajasekar, J. (2014). Factors affecting Effective Strategy Implementation in a Service Industry: A Study of Electricity Distribution Companies in the Sultanate of Oman. International Journal of Business and Social Science, 5(9(1)), 169-183.
Roldán, I. G., & Bray, R. G. (2009). Similarities and Differences Existing In Cultural Profiles of Colombian Organizations of Higher and Lower Performance. rev.fac.cienc.econ, XVII (1), 9-24.
Schermerhorn, J. R. (2010). Management (11th ed.). John Wiley & Sons.
Semenya, L. K. (2012). South African Police Service strategic plan to combat crime at Bophelong (Doctoral dissertation, North-West University).
Shimechero, C. M. (2010). Challenges of strategy implementation at Centre for African Family Studies. Master's Thesis, University of Nairobi, School of Business.
Smith, R. (2004). Exploring the Usefulness of a Conceptual Framework as a Research tool: A researcher's Reflections. Issues in Educational Research, 14.
Srivastava, D., & Kotwal, N. (2011). Implementation of the Maldives Police Service Strategic Plan 2007-2011: An Analysis . New Delhi, India: The Commonwealth Human Rights Initiative.
Stanford, N. (2013). Organization Design: Engaging with Change (Revised ed.). Routledge.
Sterling, J. (2003). Translating strategy into effective implementation: dispelling the myths and highlighting what works. Strategy & Leadership, 31(3), 27 - 34.
Sutrisna, M. (2009). Research Methodology in Doctoral Research: Understanding the Meaning of Conducting Qualitative Research. Liverpool: John Moores University.
Unpublished Master’s Research Project, University of Nairobi, Nairobi, Kenya.
Van der Voet, J., Groeneveld, S., & Kuipers, B. (2014). Talking the talk or walking the walk? The leadership of planned and emergent change in a public organization. Journal of Change Management, 14(2), 171-191.
Van Vliet, V. (2014). Organizational culture model by Edgar Schein. Retrieved December 23, 2015, from ToolsHero: http://www.toolshero.com/organization/organizational-culture-model-schein/
Waki, P., McFadyen, G., Kambale, P., Majanja, D., & Kegoro, G. (2008). Report of the Commission of Inquiry on Post-Election Violence in Kenya. Nairobi: The Goverment Printer.
Faghihi, A., & Allameh, S. M. (2012). Investigating the Influence of Employee Attitude toward Change and Leadership Style on Change Readiness by SEM (Case Study: Isfahan Municipality). International Journal of Academic Research in Business and Social Sciences, 2(11), 215-227.
Gianos, J. F. (2013). A Brief Introduction to Ansoffian Theory and the Optimal Strategic Performance-positioning Matrix on Small Business (OSPP). Journal of Management Research, 5(2), 107-118.
Gianos, J. F. (2013). A Brief Introduction to Ansoffian Theory and the Optimal Strategic Performance-positioning Matrix on Small Business (OSPP). Journal of Management Research, 5(2), 107-118.
Ginsberg, A. (2013). Measuring and Modelling Changes in Strategy: Theoretical Foundations and Empirical Directions. Strategic Management Journal, 9. 559-575.
Ginsberg, A. (2013). Measuring and Modelling Changes in Strategy: Theoretical Foundations and Empirical Directions. Strategic Management Journal, 9. 559-575.
Golafshani, N. (2003). Understanding Reliability and Validity in Qualitative Research. Qualitative Report, 8(4), 597-607.
Golafshani, N. (2003). Understanding Reliability and Validity in Qualitative Research. Qualitative Report, 8(4), 597-607.
Gough, D., Oliver, S., & Thomas, J. (2012). An Introduction to Systematic Reviews 5-9. Sage Publications.
Gough, D., Oliver, S., & Thomas, J. (2012). An Introduction to Systematic Reviews 5-9. Sage Publications.
Hahn, H., & Jeffries, J. L. (2003). Urban America and Its Police: From the Postcolonial Era Through the Turbulent 1960s.15-24 Harlan Hahn, Judson L. Jeffries.
Hamid, B., & Zaribaf, M. (2010). An Effective Factors Pattern Affecting Implementation
Hamid, B., & Zaribaf, M. (2010). An Effective Factors Pattern Affecting Implementation of Strategic Plans. Academic and Business Research Institute Conference, ( 1-23). Las Vegas.
Hann, J., & Mortimer, B. (2003). Strategic Planning and Performance Evaluation For Operational Policing .105-120 Canberra City,Australia: Australian Institute of Criminology .
Hart, J. M. (2009). The Managemetn of Change in Police Organizations. In Univerza v Ljubljani. College of Police and Security Studies, & M. Pagon (Ed.) 50-57, Policing In Central and Eastern Europe: Comparing Firsthand Knowledge with Experience from the West. University of Michigan: College of Police and Security Studies.
Harvey, D. (2005). The New Imperialism. New York: Oxford University Press.
Heide, M., Grønhaug, K., & Johannessen, S. (2002). Exploring barriers to the successful implementation of a formulated strategy. Scandinavian Journal of Management,
Heide, M., Grønhaug, K., & Johannessen, S. (2002). Exploring barriers to the successful implementation of a formulated strategy. Scandinavian Journal of Management, 18(2), 217-231.
Igbuzor, E., & Otive, J. (2010). Strategies for Effective Oversight and Police Accountability in Nigeria.
Ipsos Synovate. (2013). Kenya Coast Survey: Development, Marginalization, Security and Participation. Nairobi, Kenya: Ipsos Ltd.
Jain, S., & Swarup, K. (2012). Factors Driving Innovation. International Journal of Innovation and Business Strategy, 01.
Johnson, G., & Scholes, K. (2002). Exploring Corporate Strategy (6th ed.). Prentice Hall.
Kothari, C. (2008). Research Methodology, Methods and Techniques. New Delhi: Tata Mc-Graw Hill.
Leavy, P. (2015). Method meets art: Arts-based research practice. Guilford Publications.
Leech, N. L., Barrett, K. C., & Morgan, G. A. (2014). IBM SPSS for Intermediate Statistics: Use and Interpretation (5th ed.). Routledge.
Lewis, J. (2013). Design Issues. In J. Ritchie, & J. Lewis, Qualitative Research Practice: A Guide for Social Science Students and Researchers. New Delhi: Sage Publications.
Lewis, J. (2013). Design Issues. In J. Ritchie, & J. Lewis, Qualitative Research Practice: A Guide for Social Science Students and Researchers. New Delhi: Sage Publications.
Li, Y., Guohui, S., & Eppler, M. J. (2008). Making Strategy Work: A Literature Review on the Factors influencing Strategy Implementation. ICA Working Paper 2/2008.
Li, Y., Guohui, S., & Eppler, M. J. (2008). Making Strategy Work: A Literature Review on the Factors influencing Strategy Implementation. ICA Working Paper 2/2008.
Mbaka, R. M., & Mugambi, F. (2014). Factors affecting successful strategy implementation in the Water Sector in Kenya. IOSR Journal of Business and Management (IOSR-JBM), 16(7), 61-68.
McNamara, C. (2008). Strategic Planning (in nonprofit or for-profit organizations). Retrieved December 21, 2015, from Authenticity Consulting, LLC: http://managementhelp.org/plan_dec/str_plan/str_plan.htm#anchor45 3886.
Mintzberg, H. (2004). Formulating workable strategies: A perspective of Company formation. Harvard Business Review.
Mitchell, R. K., Agle, B. R., & Wood, D. J. (2017). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. The Academy of Management Review, 22(4), 853-886.
Mursu, Á., Luukkonen, I., Toivanen, M., & Korpela, M. (2007). Activity theory in information systems research and practice - theoretical underpinnings for an information systems development model. Information Research, 12(3), paper 311.
Mutambuki, P. (2011). Challenges of Strategy Implementation: A case study of Kenya Pipeline Company Limited. Unpublished Master’s Research Project, University of Nairobi, Nairobi, Kenya.
Muthoka, C. N. (2011). Challenges Of Managing Organizational Cultural Changes At The Nation Media Group Ltd. Master's Thesis, University of Nairobi, School of Business.
National Task Force on Police Reforms. (2009). Report of the National Task Force on Police Reforms. Nairobi: The Government Printer.
Nguyen, Q. H. (2009). How Middle Managers Group-focus Emotions and Social Identities Influence Strategy Implementation. Strategic Management Journal, 32, 1387-1410.
Nilsen, P. (2013). Making sense of implementation theories, models and frameworks. Implementation Science, 10(53), 1-13.
Njuguna, E., Ndung’u, J., & Achilles, K. (2015). Institutionalising police reforms in Kenya: lessons from 2012-2015. Nairobi: Saferworld.
Nutt, P. C. (2009). Surprising but true: Half the decisions in organizations fail. Academy of Management Executive, 13(4), 75-90.
Nyongesa, R. A. (2013). Challenges of Strategy Implementation at the Kenya Police Service. Master's Thesis, University of Nairobi, School of Business.
Nyongesa, R. A. (2013). Challenges of Strategy Implementation at the Kenya Police Service. Master's Thesis, University of Nairobi, School of Business.
O'Reilly, C. A., Caldwell, D. F., Chatman, J. A., Lapiz, M., & Self, W. (2010). How Leadership Matters: The Effects of Leaders' Alignment on Strategy Implementation. The Leadership Quarterly, 21, 104-113.
O'Reilly, C. A., Caldwell, D. F., Chatman, J. A., Lapiz, M., & Self, W. (2010). How Leadership Matters: The Effects of Leaders' Alignment on Strategy Implementation. The Leadership Quarterly, 21, 104-113.
Otele, O. M. (2012). Strategic Change Management at Interim Independent Electoral Commission of Kenya. Unpublished Master’s Research Project, University of Nairobi, Nairobi, Kenya.
Rajasekar, J. (2014). Factors affecting Effective Strategy Implementation in a Service Industry: A Study of Electricity Distribution Companies in the Sultanate of Oman. International Journal of Business and Social Science, 5(9(1)), 169-183.
Roldán, I. G., & Bray, R. G. (2009). Similarities and Differences Existing In Cultural Profiles of Colombian Organizations of Higher and Lower Performance. rev.fac.cienc.econ, XVII (1), 9-24.
Schermerhorn, J. R. (2010). Management (11th ed.). John Wiley & Sons.
Semenya, L. K. (2012). South African Police Service strategic plan to combat crime at Bophelong (Doctoral dissertation, North-West University).
Shimechero, C. M. (2010). Challenges of strategy implementation at Centre for African Family Studies. Master's Thesis, University of Nairobi, School of Business.
Smith, R. (2004). Exploring the Usefulness of a Conceptual Framework as a Research tool: A researcher's Reflections. Issues in Educational Research, 14.
Srivastava, D., & Kotwal, N. (2011). Implementation of the Maldives Police Service Strategic Plan 2007-2011: An Analysis . New Delhi, India: The Commonwealth Human Rights Initiative.
Stanford, N. (2013). Organization Design: Engaging with Change (Revised ed.). Routledge.
Sterling, J. (2003). Translating strategy into effective implementation: dispelling the myths and highlighting what works. Strategy & Leadership, 31(3), 27 - 34.
Sutrisna, M. (2009). Research Methodology in Doctoral Research: Understanding the Meaning of Conducting Qualitative Research. Liverpool: John Moores University.
Unpublished Master’s Research Project, University of Nairobi, Nairobi, Kenya.
Van der Voet, J., Groeneveld, S., & Kuipers, B. (2014). Talking the talk or walking the walk? The leadership of planned and emergent change in a public organization. Journal of Change Management, 14(2), 171-191.
Van Vliet, V. (2014). Organizational culture model by Edgar Schein. Retrieved December 23, 2015, from ToolsHero: http://www.toolshero.com/organization/organizational-culture-model-schein/
Waki, P., McFadyen, G., Kambale, P., Majanja, D., & Kegoro, G. (2008). Report of the Commission of Inquiry on Post-Election Violence in Kenya. Nairobi: The Goverment Printer.
Published
2019-04-09
How to Cite
Buya, I., Simba, F., & Ahmed, A. (2019). EFFECT OF STRATEGIC STAKEHOLDERS’ ENGAGEMENT INFLUENCE ON THE STRATEGY IMPLEMENTATION IN THE ADMINISTRATION POLICE SERVICE. African Journal of Emerging Issues, 1(4), 1-24. Retrieved from https://ajoeijournals.org/sys/index.php/ajoei/article/view/24
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