CRITICAL SUCCESS FACTORS AND STRATEGY IMPLEMENTATION IN THE AVIATION INDUSTRY IN KENYA
Abstract
Purpose of the Study: The study aimed to identify the critical success factors (CSFs) that contribute to successful strategy implementation in the Kenyan aviation industry.
Statement of the Problem: Strategy implementation is crucial for firms to overcome problems, achieve long-term growth, and gain a competitive advantage. Despite its importance, the aviation industry faces significant challenges in implementing effective strategies, owing to a disconnect between strategy formulation and implementation, resulting in suboptimal outcomes and impeding its ability to achieve long-term growth and competitive advantage.
Methodology: The study focused on three of Rockart’s CSFs including, industry factors, environmental factors, and strategic factors. The research addressed existing gaps in the literature by providing a detailed analysis of these factors and their influence on strategy implementation in Kenya through a desktop research approach, including a comprehensive review of existing literature and case studies in the Kenyan aviation industry.
Study Findings: The literature review revealed the critical importance of industry-specific, environmental, and strategic factors for aviation firms’ success in Kenya, emphasizing the significance of various factors. The existing literature on CSFs and strategy implementation in the Kenyan aviation industry reveals several theoretical, conceptual, and contextual gaps that need to be addressed.
Conclusion: Based on the findings, research on strategy implementation in the Kenyan aviation industry highlights the critical importance of industry-specific, environmental, and strategic factors for aviation firms’ success. Findings deepen our understanding of strategy implementation in the Kenyan aviation industry and suggest ways for airlines to enhance their operational efficiency, competitiveness, and long-term sustainability.
Keywords: Critical Success Factors (CSFs), Strategy Implementation, Industry Factors, Environmental Factors, Strategic Factors.
References
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Zehir, C., Karaboğa, T., & Başar, D. (2020). The Transformation of Human Resource Management and Its Impact on Overall Business Performance: Big Data Analytics and AI Technologies in Strategic HRM (pp. 265–279). https://doi.org/10.1007/978-3-030-29739-8_12
Adabavazaeh, N., & Nikbakht, M. (2019). Interpretive Structural Modeling Analysis of Reverse Supply Chain Critical Success Factors in Air Industry. 2019 15th Iran International Industrial Engineering Conference (IIIEC), 99–105. https://doi.org/10.1109/IIIEC.2019.8720737
Alomar, I. (2022). The challenges facing the aviation industry managers in crisis. https://www.semanticscholar.org/paper/The-challenges-facing-the-aviation-industry-in-Alomar/1c97c5ee9a57474d88528803999f56b73a028e2a
Anene, E. B. (2021). Determinants of Strategy Implementation on Performance of the Aviation Industry in Kenya [Thesis, JKUAT-COHRED]. http://localhost/xmlui/handle/123456789/5633
Annual-review-2023.pdf. (n.d.). Retrieved April 6, 2024, from https://www.iata.org/contentassets/c81222d96c9a4e0bb4ff6ced0126f0bb/annual-review-2023.pdf
Banerji, D., Saha, V., Singh, N., & Srivastava, R. (2023). What are the most important consumer decision factors when choosing an airline? An emerging economy perspective. Asia Pacific Journal of Marketing and Logistics, 35(1), 174–197. https://doi.org/10.1108/APJML-07-2021-0486
Bastola, D. D. P. (2022). Strategic Factors For Organizational Performance: A Study Of Aviation Industry. https://www.academia.edu/77338346/Strategic_Factors_For_Organizational_Performance_A_Study_Of_Aviation_Industry
Chepkemboi, E. T., & Paul, Dr. S. N. (2019). DISRUPTIVE INNOVATION STRATEGIES AND PERFORMANCE OF SELECTED AIRLINES IN KENYA. Journal of Business and Strategic Management, 4(1), 47–68. https://doi.org/10.47941/jbsm.332
Child, J. (1972). Organizational Structure, Environment and Performance: The Role of Strategic Choice. Sociology, 6(1), 1–22. https://doi.org/10.1177/003803857200600101
Iata-annual-review-2019.pdf. (n.d.). Retrieved April 6, 2024, from https://www.iata.org/contentassets/c81222d96c9a4e0bb4ff6ced0126f0bb/iata-annual-review-2019.pdf
Jagongo, A., & Rop, E. (2021). LIQUIDITY RISK MANAGEMENT AND FINANCIAL PERFORMANACE OF STATE OWNED ENTERPRISES IN KENYA. International Journal of Finance and Accounting, 6(2), 12–28. https://doi.org/10.47604/ijfa.1407
Kate, M. (2023). Impact of Devolution on Local Governance and Service Delivery in Kenya. International Journal of Humanity and Social Sciences, 1(1), 41–51. https://doi.org/10.47941/ijhss.1431
Kimeria, T. (2022). Policy Formulation and Advocacy towards Sustainability of Aviation Industry in Kenya: A Literature Based Review. Journal of Strategic Management, 4, 1–15. https://doi.org/10.53819/81018102t2093
Kyalo, J. (2023). Contribution of Organizational Structure on Strategy Implementation in Kenya Government Tourism Agencies. Journal of Strategic Management, 8(2), 19–34. https://doi.org/10.47672/jsm.1511
Liu, B., Chen, M., & Zhou, W. (2022). Internal and External Factors Analysis of Kenya Airways’ Strategic Management: A Mini-Review. Frontiers in Business, Economics and Management, 3, 13–17. https://doi.org/10.54097/fbem.v3i1.226
Mintzberg, H. (1978). Patterns in Strategy Formation. Management Science, 24, 934–948. https://doi.org/10.1287/mnsc.24.9.934
Mohapi, N. E., & Louw, V. (2024). Employee Perceptions: Disjuncture between Goals of Performance Management Systems and Effective Implementation in South Africa. International Journal of Research and Innovation in Social Science, VII(XII), 1998–2014. https://doi.org/10.47772/IJRISS.2023.7012154
Mubanga, A., & Lesa, C. N. (2024). Evaluation of Factors Influencing the Implementation of Strategic Plans in Public Universities—A Case of the Copperbelt University. American Journal of Industrial and Business Management, 14(02), 148–164. https://doi.org/10.4236/ajibm.2024.142007
Mukahi, J. (2023). Examining the Use of Art as a Tool for Social Justice in Kenya. American Journal of Arts, Social and Humanity Studies, 3(1). https://doi.org/10.47672/ajashs.1502
Mungai, B. W., & Bula, H. O. (2023a). Turnaround strategies and performance of Kenya airways. The University Journal, 1(2), XX–XX. https://doi.org/10.59952/tuj.v1i2.162
Mungai, B. W., & Bula, H. O. (2023b). Turnaround strategies and performance of Kenya airways. The University Journal, 1(2), XX–XX. https://doi.org/10.59952/tuj.v1i2.162
Ngigi, P. K., & Namusonge (Ph.D), Dr. R. (2019). ORGANIZATIONAL CULTURE AND STRATEGY IMPLEMENTATION AT THE KENYA CIVIL AVIATION AUTHORITY. Strategic Journal of Business & Change Management, 6(4). https://doi.org/10.61426/sjbcm.v6i4.1476
Njoroge, S. P., & Samunderu, E. (2021). Africa Aviation: Challenges and Opportunities [Application/pdf]. 444 KB, 24 pages. https://doi.org/10.18418/978-3-96043-083-4_110
Omweno, E. (2021). Legal and Regulatory Responses Adopted by Kenya to Combat Terrorism in the Aviation Industry. African Journal of Empirical Research, 2, 192–191. https://doi.org/10.51867/ajer.v2i2.46
Ramdani, D. (2019). Formulasi Strategi Pengembangan Sumber Daya Manusia Perawatan Pesawat Terbang. Organum: Jurnal Saintifik Manajemen Dan Akuntansi, 2(1), 46–61. https://doi.org/10.35138/organum.v2i1.56
Rani, P. (2019). Strategy Implementation in Organizations: A Conceptual Overview. Management, 14(3), 205–218.
Rockart, J. F. (1979, March 1). Chief Executives Define Their Own Data Needs. Harvard Business Review. https://hbr.org/1979/03/chief-executives-define-their-own-data-needs
Serfontein, E., & Govender, K. K. (2020). Stakeholders’ views regarding macro-environment impacts on commercial flight operations in South Africa. Journal of Transport and Supply Chain Management, 76. https://doi.org/10.4102/jtscm.v14i0.511
Sinaga, E. S. (2021). Can Proper Strategic Planning Guarantee Its Implementation? A Case In A New District In A Developing Country. https://www.semanticscholar.org/paper/Can-Proper-Strategic-Planning-Guarantee-Its-A-Case-Sinaga/9354d4cdb9332cf7580c30ad64c81e0ee093a9fc
Thukia, W. J. (2022). Differentiation strategies and tourism performance interplay. International Journal of Research in Business and Social Science (2147- 4478), 11(10), 13–23. https://doi.org/10.20525/ijrbs.v11i10.2100
Vigfússon, K., Jóhannsdóttir, L., & Ólafsson, S. (2021). Obstacles to strategy implementation and success factors: A review of empirical literature. Strategic Management, 26(2), 12–30. https://doi.org/10.5937/StraMan2102012V
Wicklyfe, O., Omondi, & Lawrence, O. (2023). Strategic Alliances Practices on Performance of Local Airlines in Kenya. The International Journal of Business & Management. https://doi.org/10.24940/theijbm/2023/v11/i1/BM2212-024
Yadua, J. C., Olofin, A. J., Gambo, N., & Ifeoma May, N. (2024). Influence of Stakeholder Engagement on Strategy Implementation in Selected Nigerian Government Agencies. European Journal of Business and Innovation Research, 12(1), 72–89. https://doi.org/10.37745/ejbir.2013/vol12n17289
Yajid, M. A., Shukri, S., & Tham, J. (2020). An Analysis of the Consumer’s Price and Service Quality Preferences: A Case of Airline Industry in Malaysia. https://www.semanticscholar.org/paper/An-Analysis-of-the-Consumer%E2%80%99s-Price-and-Service-A-Yajid-Shukri/69aaebce636c159e5ba9fd31aab3e8ec1973148e
Yegzaw, D., & Imiru, G. (2024). A Strategy Implementation Model for Commercial Banks in a Developing Economy: A Resource-Capability Approach. European Journal of Business and Management Research, 9, 70–78. https://doi.org/10.24018/ejbmr.2024.9.1.2271
Zehir, C., Karaboğa, T., & Başar, D. (2020). The Transformation of Human Resource Management and Its Impact on Overall Business Performance: Big Data Analytics and AI Technologies in Strategic HRM (pp. 265–279). https://doi.org/10.1007/978-3-030-29739-8_12
Published
2024-04-17
How to Cite
Ngari, A., & Mutua, J. (2024). CRITICAL SUCCESS FACTORS AND STRATEGY IMPLEMENTATION IN THE AVIATION INDUSTRY IN KENYA. African Journal of Emerging Issues, 6(5), 85 - 104. Retrieved from https://ajoeijournals.org/sys/index.php/ajoei/article/view/575
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