The Effect of Stakeholder Involvement on Performance of Bomet County Government, Kenya
DOI:
https://doi.org/10.53819/81018102t2134Abstract
Stakeholder involvement has remained a critical consideration in organizations determined to improve performance. However, public organizations continue to experience unending problems in ensuring perfect stakeholder involvement. Since the Kenyan government introduced county governments, there has been a persistent struggle for performance that exhibits consistency with citizens’ needs. This study aimed to determine the effect of stakeholder involvement in the performance of Bomet County Government, Kenya. The study was anchored on the stakeholder involvement theory. A primary research methodology, which involved collection and analysis data from a population of Bomet County Government employees. A census was adopted because the study intended to involve all the 384 participants of the county government. Data collected was analyzed using the Statistical Package for Social Sciences (SPSS), which facilitated data coding and generating descriptive and inferential statistics. The study presented evidence that stakeholder involvement has a significant effect in the performance of the County Government of Bomet. The study results were used to recommend that the County Government should provide more opportunities for stakeholder involve to improve and sustain the performance.
Keywords: Stakeholder Involvement, County Government, Performance, Bomet.
References
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Schraeder, M., & Self, D. R. (2017). Potential benefits of engaging primary stakeholders in developing a vision. Strategic Direction, 26(3), 3-5.
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Wahinya, G. N. (2018). Effects of innovation on performance of county governments in Kenya. Advances in Social Sciences Research Journal, 5(9). https://doi.org/10.14738/assrj.59.5114
Waikenda, M. A. C. H. E. L. (2020). Influence of Stakeholders’ Participation on Performance of County Governments in Kenya. Journal of Research in Management, 2(4), 1-10.
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Akinyele St, & Fasogbon, O. (2017). Impact of Strategic planning on organizational performance and survival. Research Journal of Business Management, 4(1), 73-82.
Arthur, A.T., Strickland III, A.J., & Gamble, J.E. (2017). Crafting and Executing Strategy: The Quest for competitive advantage, concepts and cases. New York: McGraw-Hill
Ayuso, S., Angel Rodríguez, M., García-Castro, R., & ÁngelAriño, M. (2018). Does stakeholder engagement promote sustainable innovation orientation? Industrial Management & Data Systems, 111(9), 1399-1417.
Ayuya Angeline. (2016). The influence of strategic planning on performance of public universities in Kenya:A case of the University of Nairobi. Nairobi, Kenya: University of Nairobi.
Bahl,R. & Bird,R. (2013). Decentralization and Infrastructure in Developing Countries: Reconciling Principles and Practice. Institute on Municipal Finance and Governance No.16 2013, pp.1-47: http:// munkschool.utoronto.ca/imfg/uploads/260/1483_imfg_ no_16_online_final (2).pdf.
Charles, W.L., & Gareth, R. J. (2018). Strategic Management Theory: An Integrated Approach (5th Edition). New York: General Learning Press.
Chepkirui, C. (2018). The role of Strategic Leadership in Strategy implementation at Agricultural Development Corporation in Kenya. MBA Thesis, Nairobi: University of Nairobi.
Faguet, J, P. & Sanchez, F. (2014). Decentralization and access to social services in Colombia. Public Choice July 2014, 160(1), 227–249. doi:10.1007/ s11127-013-0077-7.
Faguet, J, P. (2008). Decentralisation's effects on public investment: evidence and policy lessons from Bolivia and Colombia. Journal of Development Studies, 44(8), pp.1100-.1121. DOI:10.1080/00220380802242370.
Faguet, J, P. (2011). Decentralization and governance. Economic Organisation and Public Policy Discussion Papers, EOPP 027.London: London School of Economics and Political Science. Httpe.ac.uk/37346/.
Faguet, J, P. (2014). Can sub-national autonomy strengthen democracy in Bolivia? Publius The Journal of Federalism, 44 (1),51-81. DOI:https://doi.org/10.1093/publius/ pjt020.
Faguet, J,P. Sanchez, F., & Villaveces, M.J. (2016). The paradox of land reform, inequality and local development in Colombia. London, UK:http://eprints.lse.ac.uk/67193
Friedman, A. L., & Miles, S. (2002). Developing stakeholder theory. Journal of management studies, 39(1), 1-21.
Grace, A. (2015). The role of strategic planning on the performance of small and medium enterprises information communication and technology (ICT) sector in Nairobi. Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya.
Griffin R. (2018). Strategy Implementation Model. London: Harvard Business Press. The London School of Economics and Political Science. /67193 /1/Faguet_Paradox%20opf%20land%20reform_2016.pdf
Hill, J. W. & Jones, G. (2016), Strategic management theory: An integrated approach, 3rd ed. Boston: Houghton-Mifflin
Hinojosa, M. & Franceschet, S. (2012). Separate but Not Equal: The Effects of Municipal Electoral Reform on Female Representation in Chile. Political Research Quarterly, 65(4),758–770. DOI:10.1177/1065912911427449.
Hrebiniak, L.G. (2018). Obstacles to Effective Strategy Implementation. Organizational Dynamics. 35(1), 12-31
Kahiga, M. (2017). Influence of Strategic Leadership Practices on Competitive Advantage of National Bank of Kenya. Retrieved from: http://erepository.uonbi.ac.ke/handle/11295/102 509.
Kauzya, J.M. (2007). Political Decentralization in Africa: Experiences of Uganda, Rwanda and South Africa.(G. &. In: Cheema, Ed.) Washington, DC: Brookings Institution Press: http://unpan1. un.org/intradoc/groups/public/documents/un/unpan031013.pdf.
Keating, M. (2009). Second Round Reform. Devolution and constitutional reform in the United Kingdom, Spain and Italy. London: The London School of Economics and Political Science. Http://eprints.lse.ac.uk/53314/.
Kemboi, M. (2019). The role of strategic management in organizations’ resource allocation: A case of Kenya Pipeline Company Limited. Retrieved from: http://erepository.uonbi.ac.ke /handle/11295/95713.
Kinyanjui, N. J & Juma, D (2016). Investigate the effect of strategic plans implementation on performance in Kenya’s public universities. A case study of the University of Nairobi. European Journal of Business Management, 2(1), 161-173.
Kiprono, P., & Wanyoike, D. (2016). Influence of Selected County Government Funded Projects on the Living Standards of the Beneficiaries. A Survey of Kericho County, Kenya. International Journal of Economics, Commerce and Management, 4(5), 579-590.
Laplume, A. O., Sonpar, K., & Litz, R. A. (2008). Stakeholder theory: Reviewing a theory that moves us. Journal of management, 34(6), 1152-1189.
Lehner, J. (2018). Strategy Implementation Tactics as Response to Organizational, Strategic, and Environmental Imperatives. Management Review, 15, 460-48
Mabrouk, A., & Mamoghli, C. (2018). Dynamic of financial innovation and performance of banking firms: Context of an emerging banking industry. International Research Journal of Finance and Economics, 5(6), 20-26.
Makinde, O. G. (2015). The effects of strategic planning on performance of small and medium enterprises in Lagos, Nigeria. Babcock University, Lagos, Nigeria
Makori, V. (2016). The influence of formal training on performance of small medium enterprises in Kenya.MBA Thesis. Kenyatta University.
Manguru, R. (2018). Influence of strategic management practices on the performance of Naivas Limited. Nairobi, Kenya: University of Nairobi.
Mbaka, R. M. & Mugambi, D. F. (2016). Factors affecting successful strategy implementation in the water sector in Kenya. IOSR Journal of Business and Management, 16 (7).61-68
Mlanya, L. M. (2015). Stakeholder involvement in strategic management and performance of British-American Investments Company limited (BAICL) (Doctoral dissertation, University of Nairobi).
Musyoka, L. (2016). Challenges of strategy implementation in Jomo Kenyatta foundation. International Journal of Current Research, 3(11), 301-308
Nah, F.H., Lau, L.S. & Kuang, J., (2018). Critical factors for successful implementation of enterprise systems. Business Process Management Journal, 3(7). 285-960
Nduko, M. K. (2017). The Strategic Practices among foreign multinational corporations in Kenya. MBA Research Project. JKUAT
Neely, A. (2018). Business performance measurement: theory and practice. Cambridge: Cambridge University Press.
Nwokah, N. G., Ugoji, E. I., & Ofoegbu, J. N. (2019). Product development and organizational performance. African Journal of Marketing Management, 1(3), 089-101.
Odongo, M. &Owuor, D. (2015). Effects of Strategic Planning on Organizational Growth. (A Case Study of Kenya Medical Research Institute, Kemri). International Journal of Scientific and Research Publications, 5 (4) 1-19.
O'Regan, N., & Ghobadian, A. (2016). Formal strategic planning: the key to effective business process management? Business Process Management Journal, 8(5), 416- 429.
Pearce II, J.A., & Robinson, R.B. (2016). Strategic Management: Formulation, Implementation, and Control. New York: McGraw Hill.
Pearce, J., & Robinson, R. (2019). Strategic management: Planning for domestic and global competition (13th Ed.). Glasgow: McGraw-Hill.
Poku, D. K. (2018). The effects of strategic planning on the performance and operations of the Agricultural Development Bank. Kwame Nkrumah University of Science and Technology, Ghana.
Rajasekar, D. J (2016). 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, 2(9), 13-45
Schraeder, M., & Self, D. R. (2017). Potential benefits of engaging primary stakeholders in developing a vision. Strategic Direction, 26(3), 3-5.
Vänttinen, M., & Pyhältö, K. (2019). Strategy process as an innovative learning environment. Management Decision, 47(5), 778-791.
Wahinya, G. N. (2018). Effects of innovation on performance of county governments in Kenya. Advances in Social Sciences Research Journal, 5(9). https://doi.org/10.14738/assrj.59.5114
Waikenda, M. A. C. H. E. L. (2020). Influence of Stakeholders’ Participation on Performance of County Governments in Kenya. Journal of Research in Management, 2(4), 1-10.
Worch, H., &Truffer, B. (2019). Absorptive capacity, combinative capabilities and learning processes as determinants of strategic innovation. European Management Journal, 30(1), 57-73
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Published
2023-05-17
How to Cite
Bwogen, R., & Muthoni, M. E. (2023). The Effect of Stakeholder Involvement on Performance of Bomet County Government, Kenya. Journal of Entrepreneurship & Project Management, 7(2), 26–41. https://doi.org/10.53819/81018102t2134
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