| dc.description.abstract | Strategy implementation is an interactive process of implementing strategies, policies, programs, and action plans that allows a firm to utilize its resources to take advantage of opportunities in the competitive environment. The energy and petroleum sector plays an important role in the economy of Kenya and is pivotal in the achievement of the country’s Vision 2030. Available statistics show that strategic objectives of Kenya Vision 2030 for the Second Medium Term Plan (2013-2017), have not been achieved. The studies done in Kenya on implementation have not focused on performance of energy and petroleum sector state corporations. The purpose of this study was to analyse effect of strategy implementation on organizational performance of energy and petroleum sector state corporations in Kenya. Specific objectives were to establish effect of resource availability; organizational culture; organizational structure; and organizational leadership on performance of energy and petroleum sector state corporations in Kenya. The study was anchored on Resource-Based Theory, Contingency Theory, and Systems Model using explanatory research design. The target population was 99 senior managers from 11 energy and petroleum sector state corporations in Kisumu County. The Study used both primary and secondary data, where primary data were quantitatively constituted, while secondary data comprised financial reports. Data was collected using structured questionnaire and secondary data schedule. Quantitative data were analysed using both descriptive and inferential statistics. In descriptive statistics data were analysed using percentages, mean and standard deviation while in inferential statistics, Pearson’s product moment correlation ( r ) and multiple regression analysis were used to test the hypothesis at 95% confidence interval. Cronbach’s alpha coefficient was used to test reliability. Mean and standard deviation were used to analyse objectives, whereas regression analysis was used to analyse the effect of strategy implementation and organizational performance among energy and petroleum sector state corporations in Kisumu County. All the IVs had a statistically significant impact on efficiency. Organization culture (p=0.12), Organization Structure (p=0.001), Organization Leadership (p=0.000), and Resource Availability (p=0.004). Organization culture, structure, leadership and resource availability had statistically significant influence on efficiency and all the null hypothesis rejected. It was evident that strategy implementation had statistically significant influence on the performance of energy and petroleum sector state corporations in Kenya. The management of energy and petroleum sector state corporations in Kenya should therefore leverage all the aspects of strategy implementation both internal and external in order to exponentially improve the performance of these corporations. | en_US |
