ANALYSIS OF EFFECT STRATEGIC MANAGEMENT PRACTICES ON PERFORMANCE

OF NATIONAL DROUGHT MANGEMENT AUTHORITY IN KENYA.

KHATRA YAHYA

A RESEARCH PROPOSAL SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR

THE AWARD OF MASTER OF BUSINESS ADMINISTRATION DEGREE IN STRATEGIC
MANAGEMENT OF MOUNT KENYA UNIVERSITY

JANUARY 2025
 DECLARATION AND APPROVAL
Declaration by the Student

This research proposal is my original work and has not been presented for any award in

this or any other University.

Signature: ……………………………………… Date:…………………….…………..

Khatra Yahya

Approval by the Supervisor

This research proposal has been submitted for examination with my approval as university

supervisor.

Signature:…………………………………… Date:…………………….…………..

NAME: Dr Erastus Thoronjo Muriuki

Senior Lecturer
School of Business and economics
Mount Kenya University

ii
 DEDICATION

I dedicate this research proposal to my family in appreciation of their spiritual support

and inspiration throughout my studies.

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 ACKNOWLEDGMENTS
I have the utmost gratitude to Allah for giving me the courage, aptitude, discernment, means, and
willpower to finish this study project. My deepest gratitude is extended to the whole Mount Kenya
University fraternity for their steadfast encouragement and support during this project. I also want
to express my sincere gratitude to my supervisor for all of his help and advice throughout this
proposal.

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 ABSTRACT

Strategic management remains vital to organizations of all sizes as it enables them to effectively
respond to external environmental changes while optimizing internal resources. However, despite
the adoption of strategic management strategies, the National Drought Management Authority
(NDMA) in Kenya continues to face challenges in achieving its effectiveness targets. This study seeks
to explore this discrepancy by analyzing the effect of specific strategic management practices—
namely strategic foresight, distribution of resources, oversight and assessment, and stakeholder
collaboration—on the organizational effectiveness of NDMA. The research identifies critical
empirical, contextual, and methodological gaps in understanding how these practices affect
effectiveness. It further clarifies distinctions between strategic management practices and other
commonly associated strategies such as financial management, human resource planning,
technological adoption, and customer service, which are sometimes misclassified under the
strategic management umbrella. Grounded in strategic management theory, and supported by
institutional theory and the resource-based view, the study employs a descriptive research design.
Stratified random sampling will be used to select a sample of 133 participants from a target
population of 200 employees at NDMA. Data will be collected using structured questionnaires, and
a pilot study involving ten randomly selected employees will be conducted to test the reliability of
the instrument. Quantitative data will be analyzed using SPSS through both descriptive and
inferential statistical techniques. Descriptive statistics will summarize key trends, while inferential
methods such as correlation and regression analysis will be used to establish the relationships
between strategic management practices and organizational effectiveness. The results will be
presented using tables and figures to enhance clarity and interpretation.

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 TABLE OF CONTENTS
Table of Contents

DECLARATION AND APPROVAL..............................................................................ii

DEDICATION..................................................................................................................iii
ACKNOWLEDGMENTS................................................................................................4
ABSTRACT.......................................................................................................................v
TABLE OF CONTENTS.................................................................................................vi
LIST OF TABLES.........................................................................................................viii
LIST OF FIGURES.........................................................................................................ix
LIST OF ABBREVIATIONS AND ACRONYMS........................................................x
CHAPTER ONE................................................................................................................1
INTRODUCTION.............................................................................................................1
1.0 Introduction..........................................................................................................1
1.1 Background of the Study..........................................................................................1
1.1.1 Influence of Strategic Management Practices on Performance of National
Drought Management Global village,...........................................................................1
1.1.2 Influence of Strategic Management Practices on Performance of National
Drought Management African region..........................................................................3
1.1.3 Influence of Strategic Management Practices on Performance of National
Drought Management Local Perspective.....................................................................4
1.1.4 Influence of Strategic Management Practices on Organization Performance 5
1.1.5 National Drought Management Authority (NDMA)..........................................6
1.2 Statement of the Problem.........................................................................................7
1.3 Purpose of the Study.................................................................................................9
1.4 Objectives of the Study........................................................................................9
1.5 Research Questions..............................................................................................9
1.6 Significance of the Study....................................................................................10
1.7 Study Limitations...............................................................................................13
1.8 Delimitations of the Study.................................................................................13
1.10 Assumptions of the Study.....................................................................................14
1.11 Operational Definition of Key Terms.................................................................14
CHAPTER TWO............................................................................................................16
LITERATURE REVIEW...............................................................................................16

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 2.0 Introduction............................................................................................................16
2.1 Theoretical review..................................................................................................16
2.1.1 Strategic Management Theory...........................................................................16
2.1.2 Resource-Based View Theory.............................................................................17
Figure 1: Theoretical framework................................................................................20
2.3 Empirical Review....................................................................................................20
2.3.1 Influence of Strategic planning practices on Performance of Public
Institutions.....................................................................................................................21
2.3.2 Influence of Resource allocation and Performance of Public Institutions.....25
2.3.3 influence of Monitoring and evaluation and Performance of Public
Institutions.....................................................................................................................26
2.3.4 Influence of Stakeholder engagement and Performance of Public Institutions
........................................................................................................................................29
2.4 Conceptual Framework.........................................................................................31
Figure 2.: Conceptual Framework..............................................................................32
2.5 Recap of Literature Review...................................................................................33
2.6 Research Gap..........................................................................................................34
CHAPTER THREE RESEARCH METHODOLOGY...............................................39
3.0 Introduction........................................................................................................39
3.1 Research Design......................................................................................................39
3.1.1 Research Approach.............................................................................................39
3.2 Location of the Study.............................................................................................40
3.2.1 Target population................................................................................................40
3.3 Sampling Procedure and Technique.....................................................................40
3.4 Construction of Research Instruments.................................................................41
3.5 pilot Study...............................................................................................................41
3.6 Validity Test............................................................................................................42
3.7 Reliability Test........................................................................................................42
3.8 Data Collection Methods and Procedures............................................................43
3.9 Data Analysis...........................................................................................................43
3.8 Ethical Consideration.............................................................................................45
RERERENCES...............................................................................................................46
APPENDIX I: LETTER OF INTRODUCTION.........................................................49

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APPENDIX II: QUESTIONNAIRES...........................................................................50

viii
 LIST OF TABLES

Table2.1: Research gaps

ix
 LIST OF FIGURES

Figure 2.1: Conceptual Framework

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 LIST OF ABBREVIATIONS AND ACRONYMS

DT Digital Technology

HPWS High Performance work System

HRM Human Resource Management

ICT Information & Communication Technology

LMICs Low- and middle-income countries

MKU Mount Kenya University

NDMA National Drought Management Authority

NPM New Public Management

RBV Resource Based View

SAP Structural Adjustment Programs

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 CHAPTER ONE
INTRODUCTION
1.0 Introduction
This section explains the background information, problem statement, objectives, research
questions, justification, scope delimitations, and assumptions. It ends with an operational
definition of keywords that attempts to establish strategic management practices and
effectiveness of public sector organizations’ using NDMA as a case study. The background
information in this part aims to explore the ways in which strategic management practices
contribution the effectiveness of parastatal in Kenya. It also describes the circumstances in
which the study looks at study variables inside a suitable framework, in accordance with the
objectives.

1.1 Background of the Study

Over time, businesses in both the public and private sectors have recognized the importance of strategic
management as a tool for improving effectiveness. Organizations that have applied successful strategic
management strategies have seen results in their operations. Strategic management empowers
organizational leaders to make decisions that contribute to their organization’s growth and success.
Thus, strategic management gives businesses the tools they need to thrive in the fast-paced, constantly
evolving modern business environment. The organization has serious problems worldwide in the context
of emerging countries. Nonetheless, this scenario varies from nation to nation and, in some cases, city to
city. Poor strategic management, or the creation and application of inadequate strategies, is the root
cause of low productivity in the organizational effectiveness of emerging countries.

1.1.1 effect of Strategic Management Practices on effectiveness of National Drought

Management Global village,

Globally, strategic management has emerged as a vital driver of organizational competitiveness,

innovation, and effectiveness across both public and private sectors. The concept involves the
formulation, implementation, monitoring, and evaluation of strategic initiatives that align organizational
resources and capabilities with dynamic environmental conditions (Ansoff et al., 2018; David, 2017). In

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developed economies such as the United States, strategic management theories have evolved over
decades, emphasizing agility, stakeholder alignment, and long-term sustainability (Tan & Ding, 2015).
For instance, modern strategic paradigms highlight knowledge-based capabilities, dynamic
competencies, and networked organizational structures (Barney, 2001; Teece, 2007), reflecting the
importance of strategic alignment in volatile global markets.

According to Ouedraogo (2021), who assessed the strategic management of African companies,
economic globalization had a detrimental effect on the economic characteristics of African countries,
making room for the private sector to assume leadership. To assess the effectiveness of African
institutions, fresh ideas, creative management practices, and state-of-the-art strategic management
tools are now considered necessary.
Research on the practices of strategic management has been conducted globally. Tan and Ding (2015)
looked at the potential and development of strategic management theory in a US study. The purpose of
this study is to educate readers on the latest advancements in strategic management methodologies.
According to a study, company strategic management was created in America in the 1960s and has been
in use for about 50 years. However, there isn't a convincing history of strategic management in the
twenty-first century. Using scientometric techniques, the bounds and evolution of the literature
published in the Strategic Management Journal between 2001 and 2012 were calculated for the study of
strategic management in the twenty-first century. The primary areas of focus for research on strategic
management are network organizations, the knowledge-based approach, and dynamic capacity; data
also show that academics are interested in strategy risk, business reputation, and stakeholder analysis of
strategy management concepts. Since the year 2000, Barney, Teece, and Porter have had a significant
effect on studies in strategic management.

Krishna and Ram (2018) look into how managers in Nepali governmental and NGO view and use
strategic management, and how these approaches vary from those in the West. They achieve this by
using an Asian-focused comparative approach. According to the study, managers in Nepal use some
crucial aspects of strategic management and share a common understanding of some fundamental
management concepts; however, much work needs to be done before they can develop a distinct
strategic focus, bolster their ability to compete with major players on a global scale, and obtain a
competitive advantage. The contribution of strategic management strategies on academic attainment
at Turkish universities was examined by Holloway et al. (2019). The frequency of application of strategic
management strategies in Turkish institutions and their contribution on academic success were

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examined in this study. These recommendations were made in light of the results, which demonstrated
that Turkish universities failed to keep a close watch on innovations and advancements, particularly in
higher education, and neglected to consider the competitive environment that would have permitted
the successful application of strategic management practices. These recommendations were made to
universities worldwide. The results show that there is widespread support for raising educational aims
and objectives. Strategic management practices have a significant contribution on profitable firms'
competitiveness and productivity in Africa. Juma and Okibo (2016) investigated how strategic
management approaches affected the operation of public health institutions in Kenya's Kisii County,
according to Muogbo's (2016) research done in Nigeria. It has been found that technology encourages
innovation, which boosts a company's competitiveness and product quality, raising the value of its
offerings. As a result, the specific practices that improve organizational effectiveness are closely linked
to the strategic factors that affect competitiveness on a local and international scale.

1.1.2 effect of Strategic Management Practices on effectiveness of National Drought

Management African region

Regionally, within Sub-Saharan Africa, the practice of strategic management is gaining ground but
remains underutilized due to structural and contextual constraints. Countries like Nigeria and South
Africa have embraced strategic reforms in public institutions to drive efficiency and service delivery
(Muogbo, 2016; Masiya et al., 2020). However, these efforts often encounter challenges such as
resistance to change, inadequate capacity, and limited accountability mechanisms. In East Africa,
governments have increasingly turned to strategic management frameworks to address public sector
inefficiencies and promote development-oriented governance (Abramson et al., 2019). A study by
Krishna and Ram (2018) showed that while strategic awareness among managers in countries like Nepal
is rising, significant gaps still exist in the localization and execution of strategic thinking, a trend also
observed in many African public institutions.

NDMA continues to have challenges in accomplishing its effectiveness objectives in spite of continuous
efforts, highlighting a deficiency of knowledge about the specific contribution of strategic management
practices on organizational effectiveness (Mbau et al., 2020). Insufficient research has been done on the
distinctive features of strategic management practices, such as strategic foresight, oversight and
assessment, distribution of resources, and stakeholder collaboration within the Kenyan context.
Previous studies have mostly looked at the relationship between general management practices and

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effectiveness. In order to create focused initiatives that will improve NDMA's effectiveness, long-term
financial viability, and service provision, it is imperative that this research gap be filled.

1.1.3 effect of Strategic Management Practices on effectiveness of National Drought

Management Local Perspective

In the Kenyan context, public sector organizations, including state corporations and agencies, have
adopted strategic management practices to meet evolving development challenges. The National
Drought Management Authority (NDMA), established under the NDMA Act of 2016, is mandated to
coordinate drought risk reduction and resilience programs across arid and semi-arid lands (ASALs)
(NDMA, 2022). Despite adopting strategic foresight, oversight and assessment, and stakeholder
collaboration frameworks, NDMA continues to struggle with meeting its effectiveness benchmarks
(Mbau et al., 2020). These challenges are symptomatic of a broader issue within Kenyan parastatals,
where strategic initiatives are often poorly executed or disconnected from effectiveness outcomes
(Juma & Okibo, 2016).
Empirical evidence indicates that poor strategic alignment and inadequate distribution of resources
continue to hinder effectiveness in public institutions (Al-Dhaafri & Alosani, 2020; Shi et al., 2024).
Moreover, the gap between strategic foresight and implementation is particularly pronounced in public
agencies tasked with complex, multisectoral mandates such as drought risk management. Studies by
Gaturu et al. (2019) and Park (2023) underscore the critical role of monitoring, evaluation, and
stakeholder collaboration in sustaining institutional effectiveness, especially in dynamic operational
environments like those faced by NDMA. Kenya's public sector has increasingly recognized the
importance of strategic foresight to improve service delivery and achieve national development goals.
For instance, the Ministry of Education launched the fourth National Education Sector Strategic Plan
(NESSP) 2023-2027, requiring KSh 5.2 trillion for implementation. This plan aims to enhance access,
equity, quality, and relevance of education in alignment with the country's development agenda .
Similarly, the Public Procurement Regulatory Authority (PPRA) developed its Strategic Plan 2023-2027 to
foster compliance with legal frameworks, promote ethical conduct, and enhance efficiency in public
procurement systems

1.1.4 effect of Strategic Management Practices on institution effectiveness

Monitoring & evaluation, execution, evaluation, and control are the four main pillars of strategic
management practice (Thomas, Hunger, Hoffman, & Bamford, 2020). These four elements make up the

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strategic management process, also known as the application of strategic management concepts.
Creating long-term strategies for the efficient handling of environmental opportunities and dangers
while considering the advantages to the business is the process of building a strategy and drawbacks
into consideration. This study will use the definition provided by Ansoff et al. (2018), which
characterizes strategic management as the ongoing process that companies use to plan, monitor,
analyze, and assess to achieve their objectives. It involves not just articulating the institution's mission
but also developing strategies, realistic goal-setting, and policy standards. To thrive in the face of rapid
technological advancement, rising customer demands, and strategic thinking and action, businesses
must consider and act strategically (Thomas, Hunger, Hoffman, & Bamford, 2020).

Before the process is implemented, management must analyze cross-functional business decisions. The
discipline of strategic management serves as the foundation for most business differentiation. Strategic
management practices direct an institution and ensure its competitiveness in the marketplace.
determinants of strategic competitiveness, linked to specific effectiveness-enhancing initiatives. Similar
potential and problems in the areas of strategic management and public sector service delivery can be
found throughout East Africa. The region, which includes nations like Ethiopia, Kenya, Tanzania, Uganda,
Rwanda, and Tanzania, is subject to a number of political and socioeconomic issues that have an
contribution on the growth and effectiveness of organizations. To increase efficiency and improve
service delivery in these nations, the public sector has undergone strategic reforms and modifications
(Abramson et al., 2019). East African nations endeavor to attain sustainable development and guarantee
their citizens' access to vital services by incorporating decentralization, adopting strategic management
practices , and tackling particular difficulties.

Organization’s can function at various levels, including financial, organizational, and business
effectiveness (Nyaga, Wasike, & Mote, 2021). For managers and business owners alike, effectiveness is a
top priority. The primary focus of the investigation will be organizational effectiveness. When evaluating
an institution's effectiveness, one must compare its actual results or advancement to its pre-established
objectives, targets, or outputs (Kithinji, 2019). The concept of organizational effectiveness given by
Aguinis and NDMAiger (2018), which highlights will make use of the customer link, job findings, quality
service, and mission of the firm. Allocating organizational resources to specific aims and objectives
improves effectiveness (Akello & Atambo, 2016). The customer value addition method can also be used
to measure effectiveness. Therefore, the strategic goals of an institution act as a lens through which to
focus its resources. effectiveness offers essential data that is used to keep an institution under

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observation and control (Njeru, 2015). Measures of organizational success include growth, earnings,
economic added value, customer satisfaction, balanced scorecards, and activity-based evaluations. The
balanced scorecard method will be used in this study to evaluate effectiveness. Over time, several
organizations have implemented the balanced scorecard; one such institution is NDMA in the Kenyan
setting.

A direct link between the objectives of the institution, the practices of evaluation, and the achieved
outcomes is necessary for effectiveness evaluation. Analyze the effectiveness measures' relevance.
Using goals, a balanced scorecard, and KPIs, management can evaluate an institution's effectiveness. An
institution's or a specific activity's success or failure, such a project, program, or other indicator, is
established by the key effectiveness indicator. Grove and Karugu (2018). KPIs go into one of two
categories: quantitative or qualitative. It monitors several parameters, such as input and output, activity,
mechanism, control, and time. KPI development should adhere to the SMART criteria. According to Gure
and Karugu (2018), managers utilize the balanced scorecard as a tool for strategic effectiveness. This
allows them to closely monitor and control the outcomes of their employees' actions while also keeping
an eye on how those activities are carried out. In this study, the institution's efficacy was evaluated in
terms of both its efficacy based on market share and its efficacy based on annual revenues.

1.1.5 National Drought Management Authority (NDMA)

The National Drought Management Authority Act of 2016 created the National Drought Management
Authority (NDMA), a public entity. Prior to November 24, 2011, it was governed by Kenyan laws through
the State Corporations Act (Cap. 446), as stated in Legal Notice No. 171. The Act assigns the NDMA the
responsibility of exercising general coordination over all issues pertaining to drought risk management
and of establishing procedures to put an end to drought emergencies in Kenya, either alone or in
collaboration with stakeholders. During a period when drought episodes were growing more regular and
severe, a series of short-term, project-based interventions were being implemented, directly impacting
the food security and livelihoods of over ten million households. Therefore, by creating the NDMA, the
government acknowledged the need to improve the sustainability and calibre of drought management
in Kenya. In addition to offering a framework for effective coordination between all branches of
government and other stakeholders, the NDMA serves as a platform for long-term planning and action.
Twenty-three ASAL counties that are deemed susceptible to drought now have offices set up by the
Authority. Over 80% of Kenya's area is covered by the 23 Arid and Semi-Arid Lands (ASAL) counties
where NDMA maintains operational offices. Additionally, the Authority has limited-function satellite

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offices at Moyale, Mwingi, and Ijara, which are far from the county offices. Over the coming years,
intentions aim to expand to more counties that are vulnerable to drought.

1.2 Statement of the Problem

organizations must use strategic management to adapt to a volatile and constantly changing business
environment. It entails making and carrying out choices that effect the goals, strategy, vision, and
mission of an organisation (David, 2015). Government parastatals face a number of difficulties as a result
of changing dynamics, such as inadequate corporate governance, lax legal and regulatory frameworks,
and negative public perception. In today's competitive world, managers and chief executive officers at
government agencies like NDMA, like those at other institutions and organisations, are finding it difficult
to accomplish their main objectives. Both public views and organisational effectiveness may be impacted
by these issues. The NDMA operates in a dynamic and turbulent environment that is always changing,
frequently very quickly.

If an institution decides on the direction of its corporate strategy, manages its resource portfolio,
assures good process management, places a greater emphasis on organizational ethics, and has
adequate organizational controls to enable the proper execution of its operations, it can employ
strategic management practices (Ireland, Hitt, & Hoskison, 2020). Thus, the most crucial element of
organizational effectiveness is its strategic management plans (Ansoff et al., 2018). Governmental
parastatals, similar to NDMA, who are accustomed to the conventional method of managing strategy,
place greater focus on the administrative procedures connected to hierarchical model where
administrative norms are established by the administration. This strategy degrades organizational
effectiveness. The annual report (2022) recommends the institution's leadership implement corporate
strategy without jeopardizing financial sustainability.

To fully utilize strategic management strategies, NDMA needs to adopt modern approaches that ensure
the company accomplishes its strategic financial target. Strategic management practices should be used
by NDMA to give staff members the necessary training and development to enhance job satisfaction,
employee retention, and staff motivation to achieve these goals. Every strategic management practice
has special advantages when it comes to both internal and external procedures. The current study is
necessary since stakeholder collaboration is used to evaluate each person's effectiveness. Numerous
scholars, such as Krishna and Ram (2018), examine the ways in which managers in Nepali governmental
and non-profit organisations comprehend and use strategic management, and how these approaches

7
differ from those in Western nations. They achieve this by using an Asian-focused comparative
approach. It highlights an empirical gap that has to be looked at more in a local setting.

Muogbo (2016) found in Nigeria that strategic management practices have a significant contribution on
the competitiveness and productivity of commercial enterprises in Africa. The current study will close
the methodological gap left by the earlier study by using a case study. Juma and Okibo (2016) examined
how strategic management techniques were applied in the operation of public health facilities in Kisii
County, Kenya, and found that innovation increases product quality by adding value to the offers, and
technology fosters innovation. This creates an empirical gap, which is the focus of the current study,
which also attempts to fill it in an alternative organizational context. However, no prior study has
specifically focused on NDMA. The current study will examine how organizational effectiveness and
strategic management practices relate, with an emphasis on NDMA as the study case. The integration of
strategic management practices, including comprehensive planning, robust oversight and assessment,
and active stakeholder collaboration, is crucial for improving the effectiveness of public sector
institutions like the NDMA. By adopting and effectively implementing these practices, such organizations
can enhance service delivery, promote transparency, and achieve their developmental objectives
Therefore, understanding how strategic management practices effect the effectiveness of NDMA is vital
in guiding evidence-based interventions aimed at enhancing service delivery, financial sustainability, and
organizational resilience. This study seeks to bridge empirical, contextual, and methodological gaps by
evaluating specific strategic management dimensions strategic foresight, distribution of resources,
oversight and assessment, and stakeholder collaboration and their direct effect on the effectiveness of
NDMA.

1.3 Purpose of the Study

The purpose of the study is the effect of analysis of strategic management practices on
effectiveness of National Drought Management Authority.

1.4 Objectives of the Study

i. To establish the effect of strategic foresight practices on institution effectiveness at NDMA

ii. To examine the effect of distribution of resources practices on institution effectiveness at

NDMA

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 iii. To determine the effect of oversight and assessment practices on institution effectiveness at
NDMA

iv. To establish the e effect of stakeholder collaboration practices on institution effectiveness at

NDMA

1.5 Research Questions

i. What is the effect of strategic foresight on institution effectiveness at NDMA?

ii. What are the effect of distribution of resources on institution effectiveness at NDMA?

iii. To what extent does oversight and assessment effect institution effectiveness at NDMA

iv. What are the effect of stakeholder collaboration on institution effectiveness at NDMA?

1.6 Significance of the Study

This study is significant because it has the potential to benefit and offer insightful information
to a range of stakeholders. First and foremost, the results will assist parastatal like the NDMA
in improving their effectiveness and implementing best practices when it comes to overseeing
drought resilience projects funded by the National Drought Emergency Fund. By being aware
of the variables affecting effectiveness.

Furthermore, the Kenyan government may find a lot of value in the study's conclusions. The
research results can be used by policymakers to guide the creation of rules and guidelines
pertaining to suggested drought resilience initiatives. Through the use of evidence-based
methods and strategies, the government may improve the national drought emergency fund's
efficacy and efficiency.

The study's conclusions will be useful to the broader public as well. It will make it possible for
people to assess the degree of caution and diligence needed while interacting with the National
Drought Emergency Fund's drought resilience programmes. The public may decide what they
need and expect from Drought Resilience Projects by being aware of the elements that affect
effectiveness. Furthermore, the study's contribution to the body of information regarding

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 strategic management strategies will be advantageous to academics and researchers. The
results can be used as a starting point for additional study, enabling more in-depth examination
of important topics and the creation of creative strategies for projects aimed at drought
resilience.

1.7 Scope of the Study

This study is structured to examine and analyze the effect of strategic management practices on the
effectiveness of the National Drought Management Authority (NDMA), a key public sector institution in
Kenya mandated with drought risk management and resilience building in arid and semi-arid lands
(ASALs). The scope of the study is categorized into content, geographical, temporal, institutional,
financial, methodological, and theoretical boundaries to clearly define the extent and limitations of the
research.
1.7.1 Content Scope
The core focus of this research lies in evaluating how specific strategic management practices
contribution organizational effectiveness within NDMA. The study is guided by four primary dimensions
of strategic management: strategic foresight, distribution of resources, oversight and assessment, and
stakeholder collaboration. These dimensions have been identified based on theoretical frameworks and
empirical gaps in current literature.
strategic foresight will be examined in terms of the alignment of organizational goals with national
development priorities, clarity of mission, and the comprehensiveness of the planning process.
distribution of resources will cover aspects such as financial budgeting, human capital deployment, and
technological investment. oversight and assessment (M&E) will focus on the frequency, quality, and
responsiveness of effectiveness tracking systems. stakeholder collaboration will be evaluated through
mechanisms of feedback, consultation, participation, and satisfaction levels among both internal and
external stakeholders.
Organizational effectiveness, as the dependent variable, will be measured using criteria such as
operational efficiency, quality of service delivery, resilience-building in drought-prone areas, and overall
institutional responsiveness to drought emergencies.
1.7.2 Geographical Scope
Geographically, the study is confined to the headquarters of the National Drought Management
Authority located in Nairobi, Kenya. As the central hub of strategic leadership and decision-making, the

10
headquarters hosts core directorates and departments responsible for designing, coordinating, and
evaluating the Authority’s national drought response strategies.
While NDMA operates in 23 ASAL counties that collectively constitute over 80% of Kenya’s landmass,
this study deliberately focuses on the headquarters to capture a macro-level understanding of strategic
management practices. This approach ensures the study assesses strategy from a top-level perspective
where policies and effectiveness frameworks are conceptualized and operationalized before being
cascaded to regional and county levels.
1.7.3 Temporal Scope
The research will be conducted over a three-month period, spanning from September 2024 to
November 2025. This timeframe covers the entire research cycle including instrument design, pilot
testing, data collection, analysis, and preliminary interpretation of findings. The temporal scope also
aligns with the strategic review period of NDMA’s operational plans for 2021–2023, ensuring that the
data collected reflects the most recent strategic activities and organizational effectiveness trends.
1.7.4 Institutional Scope
This study is limited to the National Drought Management Authority as the unit of analysis. NDMA is a
statutory government agency tasked with the coordination of drought mitigation, early warning
systems, and resilience-building programs in vulnerable counties. Given its critical mandate and wide
operational footprint, the institution offers a suitable context to evaluate how strategic management
practices effect effectiveness within a complex, high-stakes public sector environment. The target
respondents will be staff members at NDMA headquarters who are directly involved in strategy
formulation, implementation, monitoring, or support services—specifically directors, department heads,
unit supervisors, and senior program officers.
1.7.5 Financial Scope
This research is entirely self-sponsored by the researcher. Consequently, financial constraints form a
realistic boundary of the study. Limited funding restricts travel to regional or county NDMA offices and
confines primary data collection to the headquarters. To manage costs, the study will employ affordable
data collection methods including printed and digital questionnaires distributed using a drop-and-pick
approach. Software tools such as SPSS (student-licensed version) will be used for data analysis, thus
avoiding subscription-based analytical platforms. Despite these limitations, the researcher has ensured
that the sample size and design remain statistically valid and reliable to meet academic standards.
1.7.6 Methodological Scope
The study will utilize a quantitative research approach, embedded within a descriptive research design.

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A structured questionnaire will be the principal data collection instrument, targeting a sample of 133
employees drawn from a population of 200 staff members at NDMA headquarters. Stratified random
sampling will be used to ensure representation across departments and functional areas. Data analysis
will involve both descriptive statistics (such as frequencies, means, and standard deviations) and
inferential statistics (specifically regression and correlation analyses) to determine relationships
between independent variables (strategic management practices) and the dependent variable
(organizational effectiveness). The choice of a quantitative approach allows for the measurement of
perceptions, behaviors, and experiences in a structured and generalizable manner.
1.7.7 Theoretical Scope
The research is anchored in three theoretical frameworks: Strategic Management Theory, the Resource-
Based View (RBV), and Institutional Theory. Strategic Management Theory provides the foundational
basis for understanding how organizations formulate and implement strategies to navigate their
environments. The Resource-Based View highlights the importance of internal capabilities—such as
financial, human, and technological resources—as sources of sustainable competitive advantage.
Institutional Theory, meanwhile, emphasizes the effect of formal structures, social norms, and
stakeholder expectations on organizational behavior. Collectively, these theories support the study’s
analysis of how strategy affects effectiveness in a public institutional context like NDMA.

1.7 Study Limitations

Respondents' participation will be hampered by the constraint of mistrust. Some of the

respondents may refuse to collaborate with the researcher. The researcher will address
these restrictions by personally speaking with the respondents and explaining that the study
is being examined as a unit by MKU and that the respondents' identities will not be divulged
under any circumstances. The nature of respondents' employment is demanding, which may
prolong the data-gathering procedure. The drop-and-pick approach of conducting surveys
helped to alleviate this.

The research will also be geographically constrained in that it will only target employees at
the headquarters and no other NDMA branches in Nairobi or elsewhere in the nation.
Another restriction is time, particularly in data collecting and processing. The researcher will
take a leave of absence from employment to devote more time to data collecting and

12
analysis. Financial constrains: The study is self-sponsored and this will cause constrains on
the research finances. The researchers could inject their personal opinions into the case
study (researcher bias).

1.8 Delimitations of the Study

A study gains context and defines its bounds through the establishment of delimitations. Readers can
assess the study's relevance in various circumstances by being aware of its scope and limits (Marshall
& Rossman, 2016). In this sense, the study's purview will be limited to strategic foresight, oversight
and assessment, strategy execution, and strategy assessment. This enquiry was specifically restricted
to offices situated within Head Office in order to provide a concentrated and in-depth analysis.

1.10 Assumptions of the Study

A set of core assumptions will guide the study's scope and potential applications. To begin, it
is expected that the research findings will be broadly applicable, encompassing many
aspects of NDMA management strategies. This included the assumption that the insights
gained would be applicable and adaptable to similar scenarios within the sector. Second, the
investigation proceeded under the assumption that all required licences for its
implementation had been obtained. This included permission to interact with and collect
data from the chosen responders. It was also assumed that the participants would respond
candidly and thoughtfully to the questions posed, ensuring the integrity and authenticity of
the research results.

1.11 Operational Definition of Key Terms

strategic foresight process for compiling data regarding incidents and the
connections between them in the internal and external
surroundings of an institution.

effectiveness of Public Institutions refers to the capacity of public sector organizations to meet
their goals and provide the general public with services in an
efficient manner. It entails assessing the productivity, efficacy,
and efficiency of public sector organizations through

13
 measurement and evaluation.

Strategic Management Practices Monitoring & evaluation , execution, evaluation, and control are
the four main pillars of strategic management practice

stakeholder collaboration interacting and working together with those who are interested
in a institutions services.

oversight and assessment is the procedure for gathering and evaluating data in order to
evaluate the effect and efficacy of projects, policies, and
programmes.

Resource allocations is the procedure for allocating and managing resources in order
to accomplish objectives. It entails determining whatever
resources are available and allocating them to various tasks.

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 CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction

The first section digs into the theoretical framework that served as the foundation for this study,
followed by an empirical investigation of strategic management techniques and their contribution on
NDMA effectiveness in Kenya. Additionally, the conceptual foundation for the research is offered.
The final section of the literature review covers relevant studies that have been undertaken in the
same field. The main theories that served as the foundation for the study are discussed in this
section. The section evaluates each theory's by examining how it relates to the research. The study's
main theory is strategic management theory, which is backed up by institutional theory and a
resource-based view.

2.1 Theoretical review

2.1.1 Strategic Management Theory
Porter developed a theory in 1990. To achieve goals in the context of rapid environmental changes in
the global economy, the theory incorporates a variety of management methodologies and
perspectives. It emphasizes the need for a change to improve competitiveness in response to
changing environmental conditions. According to the concept, a firm's senior management
formulates and implements policies while taking into account available resources, internal and
external surroundings, the institution and sector in which it operates, and key aims and efforts on
behalf of the owners. Strategic management theory is an iterative approach that addresses
discontinuous futures. It is concerned with what is happening now to achieve a future consequence
(Gray & Karp, 1994). Porter (1980) states that the main focus of the field of strategic management is
identifying long-term opportunities and risks, as well as mobilizing resources to strengthen
capabilities in their desire to counter threats and implement a successful plan to seize opportunities.

The strategic aim theory of Hamel and Pralahad (1990) is predicated on the idea that "Western
companies focus on trimming ambitions to match resources." This tactic simply looks for tenable
advantages. Japanese businesses, on the other hand, "leverage resources by accelerating the pace of
organizational learning," a strategy that helps them envision and accomplish more ambitious

15
objectives. Providing a strong leadership team and a global vision to inspire employees may be a
more effective approach than imposing rigid rules and regulations. A strategic intent's fundamental
principles are: Recognizing the key to achieving stability throughout time and establishing goals that
motivate individual work and dedication.

In complicated and dynamic contexts, these ideas have been challenged for being overly inflexible,
linear, and unrealistic. These theories presuppose that leaders possess all the knowledge and
resources necessary to make the best decisions, as well as the ability to anticipate and control the
future. They also frequently ignore the social and human elements of strategy, such as power,
culture, values, and emotions. Prescriptive theories confront several difficulties, such as handling
ambiguity and uncertainty, promoting creativity and innovation, and handling resistance to change.
For instance, they can depend on logical and analytical methods that are unable to consider all
potential outcomes or account for unanticipated events. They might also discourage creativity by
enforcing set objectives, procedures, and standards. They might also run against opposition from
interested parties who don't share the leader's goals or objectives. Finally, when circumstances alter
or new information becomes available, they could find it difficult to adjust.

It gives an institution a general sense of direction by establishing objectives, devising plans and
policies to attain those goals, and assigning resources to carry out the plans (Porter, 1990). This
theory supports the study's objectives: strategic management practices, strategy design, stakeholder
collaboration, strategic foresight , and strategy execution. This theory can be used in the current
study for NDMA to fulfil its aims and mission. The differentiation method may be highly efficient in
protecting against environmental variables.

2.1.2 Resource-Based View Theory

This idea was developed by Penrose in 1959, but Wernerfelt's research in 1984 contributed to its
increased recognition as a useful framework for understanding company success (Kozlenkova et al.,
2014). According to Wernerfelt, the company's internal resources dictate its effectiveness and
profitability. The perspective that believes in resources is commonly referred to as "RBV". Penrose's
work from that year is credited with helping to establish this early understanding of the resource-
based paradigm (Kozlenkova, Samaha, & Palmatier, 2014). The way these resources are organized
makes them seem to be in-house resources that the company already has Jay Barney advanced the
benefits of the RBV viewpoint; his work has since gained popularity. He gave an overview of the

16
essential traits of internal resources and how they relate to competitive advantages. When a
business can outperform its closest rivals in a particular market in terms of economic value, it has a
competitive advantage (Kozlenkova et al., 2014).

He distinguished between a short-term and long-term competitive advantage in his subsequent

articles. Not all organizational resources are required, according to Gills, Combs, and Ketchen (2014);
They have to provide them with a competitive edge. An institution's wealth must be hard to
duplicate, replace, or transfer in order for it to reach the point where it can start making money.
Gills, Combs, and Ketchen (2014) make a distinction between the competencies of a company. and
its ability to use corporate resources, which are stocks of instantly usable components that the
institution possesses. The RBV hypothesis encompasses the qualities and kinds of resources that
result in a competitive advantage, enhanced effectiveness, and an edge (Gillis et al., 2014).

According to Kozlenkova (2014), RBV is the utilization of a range of readily available tangible and
intangible resources within a company. For every business to transform its organizational plan into a
long-term financial advantage, these resources need to be varied. The RBV makes it clear how a
company can beat its rivals. When putting the institution's strategy into practice, the RBV theory
emphasizes the importance of its internal resources. Supporters of the RBV hypothesis, such as
Jensen et al. (2016), argue that repurposing existing resources is better for firms than needing to
acquire new abilities or resources for each chance. Resources fall under two groups. The theory
states that to maximize revenues, a company needs to determine where to deploy its unique
resources. According to Hitt et al. (2016), RBV argues that strategic management are significant
effectiveness indicators that improve a business's effectiveness and competitiveness as well as create
and maintain an economic gain.

One limitation of RBV theory is that it solely considers the internal environment when attempting to
optimize a company's superior effectiveness, even though core resources are important drivers of
organizational success (Gillis, Combs, & Ketchen, 2014). The effectiveness and competitive advantage
of RBV are influenced by its external environment. In actuality, external influences effect a firm's
effectiveness in the market equally. Sectoral policies, compliance procedures, taxes, and laws and
regulations are examples of external factors that have an contribution on how enterprises function in
the market. External resources must be considered when analyzing factors that may contribution
the techniques it employs. According to theory, it is essential to take into account a firm's internal

17
resources as well as external influences while researching tactics that result in higher effectiveness
(Hitt et al., 2016). Theory is selected as a supplemental notion despite its shortcomings. formulation,
strategic foresight , evaluation and implementation of strategy are two variables in this study that
are supported by the RBV, which is still a key concept for explaining how a corporation might use its
resources to improve effectiveness.

2.1.3 Institutional Theory

Goguen and Burstall came up with this concept in 1984. The method places a strong emphasis on
how the environment of the institution shapes its structure and behaviour. Even when it may not
want to, changes in the business environment may force an institution to revolutionize or create a
new strategy to implement. The concept has centred on how the organizational environment
influences commercial activities and organizational structure. Institutional theory states that rather
than being solely guided by well-organized and logical goals, organizational decisions are also
impacted by social and cultural factors that are thought to be suitable given the structure of the
institution. As per Gauthier's (2013) hypothesis, organizations tend to become similar due to the
pressure of authenticity. This suggests that businesses offering similar products are more likely to
follow their market leaders to adapt to the always-changing wants of their clients. Moreover, the
theory defines formations, practices, and protocols as organizational tactics and highlights
organizational social behavior (Aksom & Tymchenko, 2020).

It offers a framework to analyze the interactions between businesses with their employees and other
stakeholders, as well as how technology may eventually facilitate the development of such
relationships. Modern organizational tactics, practices, and structures, as well as policies, can still
benefit from the theory. The relationships that organizations have with different stakeholders in
their environment might effect their decision-making about the career advancement of their
personnel in certain competitive and unstable environments. Institutional theory holds that logical
goals are not the main driving force behind organizational decisions.

The concept is used to explain how organizational technology-based social norms and rules that
affect effectiveness can change an institution. Applying this theory to the key domains that shape
firm policies, plans, and processes related to strategic management will demonstrate how these
practices get embedded in an institution's interactions with its environment, thereby impacting its
operations. To support the variables of distribution of resources, strategy development, strategic

18
 foresight, and stakeholder collaboration, the study will also make use of theory.

Study Theories

Strategic Management Theory

Organizational Performance
Resource-Based View Theory

Institutional Theory

Figure 1: Theoretical framework

Source: Researcher (2025)

2.3 Empirical Review

This review is an important aspect of the research project since it demonstrates earlier research
efforts, as well as the methods and outcomes used, that are relevant to the current study. This section
includes a complete examination of literature in empirical studies conducted by scholars, reputable
experts, exposing the contribution of strategic management practice study variables. The study's goal
in investigating these empirical research is to get a comprehensive understanding of the topic and
contribute to the current knowledge base.

2.3.1 effect of strategic foresight practices on effectiveness of Public Institutions

Masiya, Nhede, Mazenda, and Dlamini (2020) investigated the difficulties in strategic foresight in
government agencies. This paper has two goals: first, it will critically analyse the Department of
Telecommunications and Postal Services' (DTPS) strategic foresight issues and the ways in which they
affect organizational effectiveness; second, it will identify potential solutions to improve DTPS
effectiveness management and strategic foresight. With the help of document analysis, this work
employed a qualitative case study design to shed light on the research issues. It comes to the conclusion
that a number of obstacles that public organisations like the DTPS must overcome prevent them from

19
successfully developing and implementing strategic plans. Opposition to change stemming from a wish
to preserve the status quo is a significant obstacle. This essay makes the case for the need of
encouraging strategic foresight and coordinating organisational goals with public institution
effectiveness.

Since this study relied on documentary research, its conclusions might not be as up-to-date as those that
would have come from in-person interviews. This study supports initiatives aimed at improving the
efficacy and legitimacy of strategic foresight and execution in public institutions, particularly in sub-
Saharan Africa. strategic foresight is mistakenly believed to be the responsibility of upper management
in many South African public organizations, which jeopardizes the quality of services. Furthermore,
strategic foresight has been put into practice in an effort to manage public resources efficiently and to
prevent corruption in procurement processes and inadequate financial planning. The department must
promote innovation, monitor and evaluate organisational actions, eradicate top-level bureaucracy, and
implement frequent skills development programmes (Masiya, Nhede, Mazenda, & Dlamini, 2020).

Hiziroglu (2021) By examining the degree to which environmental (internal and external) opinions of
public institutions changed over the course of successive plans, this study seeks to determine whether
strategic plans are a factor in transformation. Three Turkish metropolitan municipalities—Istanbul,
Ankara, and Izmir—representing roughly one-third of the nation's population are the subject of this
exploratory case study. In this case, a content analysis was conducted utilising a guideline created by the
author to look at three successive strategic plans of the metropolitan municipalities in issue. The results
show how important it is to employ strategic foresight as a guide. The paper makes the case that
metropolitan governments' successive strategic plans are both helpful instruments for the strategy's
efficacy and supportive of change. Although this study examines the strategic plans without taking into
account how well the institutions have accomplished their intended objectives, it suggests that the
"strategic plans" be utilised as a guide for change as well as a ritual. When managers compare their
strategic plans and implement them in successive periods, the study highlights that strategic plans give
them the tools they need to conduct an analysis that provides insight into how well they can manage
change. This study advances the subject by challenging the tenets of strategic foresight critiques in the
public sector and demonstrating the function of strategic plans in tracking institutional change .

Al-Dhaafri and Alosani (2020) investigated how organisational excellence mediated the link between
organisational effectiveness (OP), strategy implementation, and strategic foresight. Using primary data

20
gathered via a survey questionnaire, hypotheses have been created for testing. The Dubai police
organisation provided the information. Only 244 of the 500 surveys that were sent out were returned.
The SEM method was employed to analyse the data for measurement and structural models. The strong
and positive correlations between organisational excellence, strategy implementation, strategic
foresight, and OP were validated by all of the hypotheses that were put out. The mediating function of
organisational excellence as a mechanism between strategic foresight, strategy implementation, and OP
was also validated by statistical results using SEM-partial least square. The findings covered a wide range
of important implications. In order to get optimal effectiveness, managers, decision-makers, and
practitioners will find the results useful in evaluating organisational excellence strategy during the
strategic foresight process. One of the most significant empirical studies to assess and explore the
connections between corporate effectiveness, organisational excellence, strategy implementation, and
strategic foresight is the one being conducted at the moment. Furthermore, this study is one of the few
that incorporates excellence as a practice in the execution of the strategic foresight process ,

An "environment scan" is defined by Kazmi (2018) as the process of keeping an eye on, evaluating, and
informing key personnel inside the organisation about information sourced from both the internal and
external systems. The effects of business environment components on effectiveness have been the
subject of several empirical studies and theoretical contributions. According to Yoengtaak's (2019)
research on the "environmental factors effect on a firm's effectiveness," "a dynamic environment,
heterogeneity, and competitive aggressiveness positively effect a firm's effectiveness." In addition to
allowing for the transfer of bases for competitive advantage and stimulating new research into
sources of advantage, dynamic settings are likely to provide a number of other advantages.
Environment scan Barua et al. (2016) define dynamism as the perceived unpredictability in a firm's
market as a result of ongoing developments. An institution's niche can be enhanced by new
advancements brought about by technological, social, political, and economic shifts, which might arise
when an industry is dynamic. Dynamism provides elements like shifting conditions, which take
precedence over the foundation for competitive advantage and lead to a hunt for new sources of
advantage. Thus, those companies that prioritize strategy transformation Market structure, industrial
traits, and external task environment Infrastructure are supported by technology

21
According to Barua et al. (2016), dynamism is the continual events that are seen as unpredictable in a
firm's market. When an industry is dynamic, new developments brought about by technological,
social, political, and economic transformations can improve an institution's speciality. Elements of
dynamics include situations that are always changing, which supersede the basis for a competitive
advantage and encourage the search for new ones. Therefore, businesses that place a high priority on
strategy change Industry characteristics, market structure, and external job environment Technology
supports infrastructure. The way that the organizations interact with their external settings may shape
the perceptions. Conversely, competitive aggressiveness happens when businesses attempt to salvage
the situation to remain competitive for their survival even in the face of heightened rivalry from their
rivals by failing to take the required actions or calculate the opportunity costs resulting from their late
entry into the expanding markets (Birkinshaw, Hood, & Young, 2005).

To carve out a place for themselves in the market, businesses must embrace a fiercely competitive
mindset and employ tactics like promoting pricing differentiation among a select few. There are few
chances in stable environments since they merely serve to strengthen the sources of competitive
advantage that already exist (Martin & Osberg, 2017). When faced with adverse environmental
conditions in the market, an institution may choose to alter its products by heavy advertising and
carving out a niche for itself in the market. If the hostile climate persists, firms can choose to explore
new business concepts to complement the ones they already have through joint ventures, mergers,
product diversification, and extension, which would lead to improved effectiveness (Katz & Page,
2020).

In their study of theoretical framework for organizational information processing that informs
organizational learning, Yahia Marzouk and Jin (2023) explore how strategic foresight affected SMEs
in Egypt during the COVID-19 pandemic. Study also attempts to explore how environmental
uncertainty influences this relationship in a moderating way. To gather information for the mediation
analysis, a cross-sectional approach was employed. The authors surveyed 249 Egyptian SMEs using a
self-administered questionnaire to collect data. With the use of creative structural equation modeling
using partial least squares, the authors tested their hypotheses. Organizational resilience is impacted
by organizational learning. Organizational resilience is not directly impacted by strategic foresight . On
the other hand, organizational learning completely buffers the connection between organizational
resilience and strategic foresight . Moreover, the indirect association between resilience and strategic
foresight is not mitigated by environmental uncertainty. Only Egyptian manufacturing SMEs were

22
represented in the sample. The outcomes in other nations and the service industry can be different.
The cross-sectional design of this study precluded the determination of the long-term effects on
organizational resilience of strategic foresight and organizational learning.

Aldehayyat (2020) examines the information sources and strategic foresight employed by Jordanian
businesses. Additionally, the relationship between organizational effectiveness and strategic foresight
and organizational factors (firm size and industry type) is investigated. 190 publicly traded Jordanian
companies were surveyed to coordinate the empirical research. The survey's findings offered a wealth
of information about various strategic foresight procedures used by these companies. The study's
conclusions demonstrate that the general environmental sectors had a higher scanning emphasis than
the task environmental sectors. The findings also show that these companies rely more on information
from within. Smaller businesses often concentrate on various information sources, but larger
businesses engage in more scanning operations. Furthermore, certain variations in scanning behavior
among industry sectors were found. presenting fresh empirical data from Middle Eastern nations that
corroborates the notion that environment scanning improves organizational effectiveness. In a Middle
Eastern context, this research offers empirical evidence regarding the nature, application, and
importance of strategic foresight for organizational success in business firms. This study debates the
"convergence versus divergence" idea about managers' global scanning behavior from a theoretical
standpoint.

Individual strategic foresight was investigated by Janissek and Borges (2018) as a hindrance to group
operations in organizations: an illusion of control perspective. A preliminary investigation was chosen
in accordance with the proposed research inquiry which may work in conjunction with later
investigations. Three semi-structured interviews were conducted with CEOs from medium-sized or
large technology organizations. It was shown that some behavioural characteristics, such as
overconfidence and risk underestimating, are closely linked to the IOC theory. The idea that
implementing organizational strategy processes like strategic foresight doesn’t bring any additional
value to the business responds to the research issue and encourages the creation of further studies.
One of the study's limitations is that it only included a small number of respondents for interviews,
with the only goal of improving comprehension of the connection between formal strategic foresight
techniques and the IOC

2.3.2 effect of distribution of resources and effectiveness of Public Institutions

23
Shi, Zou, Wang, and Li (2024) investigated the moderating impacts of prior effectiveness and distribution
of resources capability while promoting innovation through purposeful organizational crises. An
empirical investigation was carried out in this work. A questionnaire survey was used to gather
information from 297 Chinese businesses. The findings demonstrate how deliberate organizational
instability contributes to innovation. Intentional organizational crisis and product innovation capability
have a U-shaped relationship. By lessening the effect of deliberate organisational crisis on product
innovation capability, past effectiveness and distribution of resources capability attenuate this link. This
study examines the positive and negative aspects of purposeful organisational crisis and how it affects
innovation capability. It also offers some recommendations for practitioners on how to use crises as
catalysts for creativity and enhances the body of knowledge about organisational crisis and innovation
capability .

Viapiana (2021) looked at the judiciary's effectiveness-based budget, including how resources are
allocated and how first instance courts operate. Three case studies' worth of data and a survey of the
literature served as the foundation for this exploratory study. The coefficient of variation is used to
evaluate equality in the effectiveness of courts and equity in the allocation of resources. The following is
suggested by the preliminary findings: (1) funding models that closely link budget and effectiveness
better ensure that courts have equal access to resources, which leads to more equal effectiveness across
courts in a nation; (2) unequal distribution of resources is linked to differences in judicial effectiveness
and efficiency, which in turn leads to unequal treatment of and results for citizens appearing before the
law. This study is a component of a larger research project that examines how effectiveness budgeting
affects the effectiveness, calibre, structure, and principles of judiciaries. Only quantitative dimensions of
effectiveness are taken into account in this study; however, additional research will be conducted to
examine effectiveness and judicial budgeting from different angles .

Santhiapillai and Ratnayake (2022) investigated the risk-based prioritisation approach for public sector
distribution of resources and planning. The approach integrates two evaluation matrices into a
management group's distribution of resources decision-making process. The designed RBPM and its
implementation in a single Norwegian police district are presented by the authors as part of an action
research strategy. Through a processual approach to identifying organisational failure risk, the RBPM
can improve planning and distribution of resources, reduce the likelihood of risks materialising, and
improve effectiveness. The findings also show that when prioritising the planning and distribution of

24
limited resources is required, the suggested assessment models offer a simpler way to combine various
viewpoints and weigh the strategic significance of disciplinary responsibilities. The study is limited
because it only looks at one Norwegian police area. Because just one unit from the district is chosen,
there are additional limitations related to generalizability. The district's created RBPM should be
modified and expanded upon by additional research .

2.3.3 effect of oversight and assessment and effectiveness of Public Institutions

An analysis of the effects of electronic effectiveness monitoring in organisations was conducted by

Kalischko and Riedl (2024). Individual effectiveness is conceptualised as the dependent variable and
perceived EPM as the independent variable in a theoretical framework that was constructed.
Additionally, the framework conceptualises three mediator variables: individual stress, organisational
trust, and privacy invasion. The created methodology led to the testing of nine hypotheses based on a
large-scale survey (N = 1,119). According to the results, the way that EPM is seen considerably raises
privacy invasion, lowers organisational trust, raises personal stress levels, and eventually lowers
effectiveness levels. Additionally, privacy invasion has been shown to decrease organisational trust,
which in turn raises personal stress levels. All things considered, these results imply that there might
be serious drawbacks to companies using EPM. By taking a multifaceted theoretical and empirical
approach to EPM in the workplace, this study adds to the body of knowledge on digital transformation
and human-machine interaction. It does this by examining how EPM perceptions affect individual
effectiveness while taking into account various factors (such as privacy invasion, organisational trust,
and personal stress) that aren't currently taken into account in this combination in the literature .

The strategic foresight methodology for creating, monitoring and evaluating digital and sustainable
transformation projects in businesses was studied by Santarsiero (2023). The reference models of the
balanced scorecard and the logical framework method are combined in this study to create the model,
which is based on the soft systems literature. The model highlights the important factors that should
be taken into account during a digital transformation initiative's planning, monitoring, and evaluation
stages. This study adds significantly to the body of knowledge on digital transformation, both
theoretically and practically. This study adds to the body of knowledge and suggests a model that can
be applied to both the ex-post evaluation and the strategic foresight stage. The model outlines the
important factors to be taken into account during the planning stage of a digital transformation project
and explains the factors to be taken into account during the initiative's progress and the final

25
assessment of the contribution attained. This model takes a unique approach by combining the
reference models of the logical framework approach and the balanced scorecard, as well as by drawing
on the literature on soft systems. With both normative and prescriptive value, the model offers
managers and practitioners a helpful tool. The study adds significantly to the body of knowledge on
digital transformation by putting forth a model that takes into account both the theoretical and
practical facets of digital transformation projects .

Vejaratnam, Chenayah, Mohamad, and Appolloni (2023) examine how Malaysian government green
procurement (GGP) hurdles to environmental effectiveness (EP) monitoring may be impacted by
organisational responses to competing institutional demands. Based on a single case study involving
legislators, procurement authorities, and a monitoring authority, the report employed a qualitative
methodology. Analysis of the study's data was done using organisational responses to competing
institutional demands. Three main issues impeded EP monitoring of GGP in Malaysia: communication
gaps, knowledge asymmetry, and anomalies in policy. These difficulties are probably the result of the
methods of compliance, avoidance, compromise, and resistance that are frequently employed to
address the institutional complexity present in Malaysia's public policy arena. The case study's
theoretical and empirical conclusions may be useful to the government at different institutional levels.
Policymakers can create the monitoring process more carefully if they are aware of the obstacles. In
the meantime, field actors' interests and values might be reframed to improve policy monitoring by
being aware of how organisational reactions to institutional complexity affect GGP barriers. In addition
to enhancing government accountability and transparency in relation to green procurement, reporting
of the monitored EP fills in the institutional gaps between the macro-state level and the micro-
organizational level of GGP .

Gaturu, Waiganjo, Bichang'a, and Ogachi (2019) analyzed the effect of strategic evaluation on the
organizational effectiveness of mission hospitals in Kenya. Knowing which strategic management
techniques lead to better organizational effectiveness is crucial for mission hospitals in light of these
difficulties. Mission hospitals must give these factors more attention if they hope to enhance the
provision of healthcare services and grow Kenya's healthcare industry. Given the mixed nature of the
study, t-tests, descriptive statistics, Advanced Excel and SPSS Version 22 were used to analyze the
research hypotheses. Regression (OLS), chi-square, and correlation were utilized to analyze and
determine how the variables related to one another. Most hospitals, according to the report, evaluate
their strategic plans. According to study, strategic plans accommodate hospital organizational goals to

26
a very large degree. In terms of the hospital's ability to operate to the requisite standard and finance
its strategic plan, the study found that the answer is yes, but for how long? Some respondents said yes,
but not all that well. Ultimately, the researcher found that most respondents said that the strategy
plan is more or less acceptable based on how well-received it is by the hospital's constituents,
including patients, the community, suppliers, creditors, and others.

2.3.4 effect of stakeholder collaboration and effectiveness of Public Institutions

The involvement of South African stockholders in construction projects was examined by Ebekozien,
Aigbavboa, and Ramotshela (2024), who also suggested viable solutions to address any potential
drawbacks. Using a qualitative research approach based on phenomenology, the researchers gathered
information from South African specialists in stakeholder collaboration. They investigated the
"perceived hindrances" that stakeholders encounter when participating in construction projects and
suggested ways to address them. The study used thematic analysis to analyse the data and reached
saturation. The data analysis revealed three themes. Results indicate that effective stakeholder
involvement will improve integrated construction project delivery and teamwork. The findings classified
the perceived barriers to stakeholders' participation in South African building projects into three
categories: perceived barriers relating to the government, organizational barriers, and individual
barriers. Additionally, the data suggest ways to lessen perceived obstacles through sector-specific
regulations and initiatives. The study may encourage stakeholders in the construction sector to adopt
improved and efficient stakeholders' management in addition to helping policymakers and other
stakeholders in South Africa's construction industry better grasp the advantages of stakeholder
collaboration.

Park (2023) investigated the moderating effect of multi-stakeholder efforts on internationalization and
business effectiveness. The moderating effects of global multi-stakeholder initiatives on the relationship
between internationalization and firm effectiveness are empirically supported by fixed effect models,
which address model misspecification issues, and instrumental variable estimation, which accounts for
endogeneity in firms' internationalisation choices. Using stakeholder and signaling theories, this study
investigates how multi-stakeholder initiatives affect the relationship between internationalisation and
business effectiveness. The findings imply that multi-stakeholder initiatives' signalling effect can assist
MNEs in overcoming the risk associated with their foreignness and, as a result, making money in foreign
markets. Despite the fact that the relationship between internationalisation and company effectiveness

27
has been discussed in the field of international business, prior research has mostly ignored the part that
stakeholder collaboration plays in this relationship. The authors of this paper explore how multi-
stakeholder initiatives affect the relationship between internationalisation and business effectiveness.
Our main argument is that multi-stakeholder efforts moderate this relationship by lowering the
foreignness liability that multinational enterprises (MNEs) face in host nations. Additionally, the results
indicate that MNEs' financial success as they expand internationally is greatly influenced by their active
participation in multi-stakeholder activities .
The process of evaluating a strategy is what gives top management information on how well programs
and initiatives created to achieve the goals of the company are performing. During the strategy review
phase of the planning process, senior management assesses whether the strategic decision they have
chosen is helping the company achieve its goals. Though evaluation marks the end of the strategic
foresight process, it also marks the beginning of something new. Decisions on the suitability of the firm's
objectives, strategy, and execution plan are made using the information gathered during this process
(Johnson, Scholes, & Whittington, 2018). After a strategy is evaluated, the available plans and strategies
are either ratified, changed, or rejected. Its main focus is on the evaluation and analysis of interventions
at the strategic aim level. According to Oakland (2019), assessing strategy and management procedures
should be a tool for seeing and seizing any chance to increase the overall success of the company by
enhancing administrative procedures and systems.

Okwemba and Njuguna (2021) effectiveness and stakeholder collaboration. Methods of investigation: It
was decided that the best research design to use for the study was the descriptive research design.
Foremen, superintendents, department heads, and section heads were among the sixty responders who
made up the target population. An inventory was done for the study. The study's conclusions indicate
that stakeholder collaboration and effectiveness have a significant positive association. According to the
results, stakeholder collaboration accounts for 25.5% of effectiveness fluctuations, with other factors
accounting for the other 74.5%. This is known as the coefficient of determination. Strategy appraisal is
favourably and significantly correlated with effectiveness, according to the regression analysis's findings.
The study offers a methodological gap; the current study will adopt random sampling while the previous
study adopted a census.

2.4 Conceptual Framework

Kivunja (2018) defines a conceptual framework as a diagrammatic depiction of the essential factors in a

28
research investigation. The conceptual framework illustrates the interactions and possible effects of
each variable on effectiveness by giving a graphic depiction of the links between the independent and
dependent variables. The framework outlines the precise variables to be investigated and the
anticipated correlations between them, acting as a guide for the investigation.

29
 Independent Variables
Strategic Management Practices

Strategic Planning practices

Clarity and communication of the strategic vision
Inclusivity in strategy formulation
Adaptability and responsiveness of strategic plans

Dependent Variable

Resource Allocation practices

Efficiency in budget utilization
Equity in distribution of resources Organizational Performance
Responsiveness in allocating resources to emergency areas
Achievement of strategic objectives
Effectiveness in service delivery
Organizational responsiveness and adaptability

Monitoring & Evaluation practices

Existence and use of performance indicators
Feedback and reporting mechanisms
Integration of M&E results into planning actions implementation

Stakeholder Engagement practices

Inclusivity of stakeholder participation
Effectiveness of communication with stakeholders
Feedback incorporation into strategy and operations

Figure 2.: Conceptual Framework

Source: Researcher (2025)

30
Several independent variables are being investigated in the conceptual framework of this
study, including strategic foresight , monitoring & evaluation , distribution of resources, and
stakeholder collaboration. Due to their capacity to affect the dependent variable or outcome,
these variables are regarded as independent. The effectiveness of the NDMA is the
dependent variable in this investigation. The independent factors are expected to have an
contribution on the effectiveness of NDMA, which is the primary focus. The primary idea of
this study is the link between the independent and dependent variables. Its goal is to explore
how NDMA effectiveness is affected by strategic foresight , monitoring & evaluation ,
distribution of resources, and stakeholder collaboration. Furthermore, it's critical to invest in
empowerment and training to provide frontline employees the skills and autonomy they
need to consistently deliver excellent service (Hyken, 2018). This will give light on the
variables that greatly affect NDMA's effectiveness and may help direct internal decision-
making and enhancements.

2.5 Recap of Literature Review

Strategic management gives businesses the tools they need to thrive in the fast-paced,
constantly evolving modern business environment. The institution has serious problems
worldwide in the context of emerging countries. Nonetheless, this scenario varies from
nation to nation and, in some cases, city to city. Poor strategic management, or the creation
and application of inadequate strategies, is the root cause of low productivity in the
organizational effectiveness of emerging countries. According to Ouedraogo (2021), who
assessed the strategic management of African companies, economic globalization had a
detrimental effect on the economic characteristics of African countries, making room for the
private sector to assume leadership. To assess the effectiveness of African institutions, fresh
ideas, creative management practices, and state-of-the-art strategic management tools are
now considered necessary.

31
2.6 Research Gap
Table 2.1: Research gaps
Author and Title Methodology Findings Research Gap
Year

Masiya, Difficulties in With the help of It comes to the Since this study
Nhede, strategic document conclusion that a relied on
Mazenda, planning in analysis, this number of documentary
and Dlamini government work employed a obstacles that research, its
(2020) agencies. qualitative case public conclusions
study design to organisations like might not be as
shed light on the the DTPS must up-to-date as
research issues. overcome prevent those that
them from would have
successfully come from in-
developing and person
implementing interviews. This
strategic plans. study supports
Opposition to initiatives
change stemming aimed at
from a wish to improving the
preserve the status efficacy and
quo is a legitimacy of
significant strategic
obstacle. This planning and
essay makes the execution in
case for the need public

32
Author and Title Methodology Findings Research Gap
Year

of encouraging institutions,
strategic planning particularly in
and coordinating sub-Saharan
organisational Africa
goals with public
institution
performance.

Hiziroglu Environmental In this case, a The results show Although this

(2021) opinions of content analysis how important it study examines
public was conducted is to employ the strategic
institutions utilising a strategic planning plans without
changed over guideline created as a guide. The taking into
the course of by the author to paper makes the account how
successive look at three case that well the
plans. successive metropolitan institutions have
strategic plans of governments' accomplished
the metropolitan successive their intended
municipalities in strategic plans are objectives, it
issue both helpful suggests that
instruments for the the "strategic
strategy's efficacy plans" be
and supportive of utilised as a
change. guide for
change as well
as a ritual.

Shi, Zou, Moderating An empirical Findings This study

Wang, and impacts of investigation was demonstrate how examines the

33
Author and Title Methodology Findings Research Gap
Year

Li (2024) prior carried out in this deliberate positive and

performance work. A organisational negative aspects
and resource questionnaire instability of purposeful
allocation survey was used contributes to organisational
capability to gather innovation. crisis and how it
information from Intentional affects
297 Chinese organisational innovation
businesses. crisis and product capability.
innovation
capability have a
U-shaped
relationship. By
lessening the
effect of deliberate
organisational
crisis on product
innovation
capability, past
performance and
resource
allocation
capability
attenuate this link.
capability

Santarsiero Strategic The reference Model highlights The study adds

(2023). planning models of the the important significantly to
methodology balanced factors that should the body of
for creating, scorecard and the be taken into knowledge on

34
Author and Title Methodology Findings Research Gap
Year

monitoring and logical account during a digital

evaluating framework digital transformation
digital method are transformation by putting forth
combined in this initiative's a model that
study to create planning, takes into
the model, which monitoring, and account both
is based on the evaluation stages. the theoretical
soft systems This study adds and practical
literature. significantly to the facets of digital
body of transformation
knowledge on projects
digital
transformation,
both theoretically
and practically.
This study adds to
the body of
knowledge and
suggests a model
that can be applied
to both the ex-post
evaluation and the
strategic planning
stage. The model
outlines the
important factors
to be taken into
account during the
planning stage of
35
Author and Title Methodology Findings Research Gap
Year

a digital
transformation
project and
explains the
factors to be taken
into account
during the
initiative's
progress and the
final assessment
of the impact
attained.

36
 CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

This part outlines steps that must be taken in order to accomplish the research study's aim. It offers
comprehensive information on the research design that will be used, study location, target population,
sampling procedure and technique, design, research instruments, pilot , validity, reliability, data
collection methods, analysis, and research ethics.

3.1 Research Design

Descriptive design will be adopted for this research work, and according to Bickman and Rog (2018),
describes research design; is how the research purpose and technique are organized; consequently, a
theoretical context that is utilized to carry out the research inquiry. Because it ensures that the
information gathered provides pertinent responses to the research objectives, this design is the ideal
one. The design will be used to analyze problems or describe the characteristics of the population. One
benefit of this approach is that it can help investigators plan and carry out investigations that provide a
thorough grasp of the subjects, settings, or particular issue (Bickman & Rog, 2018). Research design's
primary aim is to transform research questions into a project

3.1.1 Research Approach

The study's research methodology will comprise quantitative data gathering and analysis
methods in addition to a descriptive research design. Cooper and Schindler's (2018) description
of descriptive research will be used to explain how strategic management techniques affect the
NDMA's effectiveness. This strategy will enable a thorough grasp of the phenomenon being
studied, as well as a methodical analysis of the correlations between variables and proportions
within the target population. By using quantitative methodologies, it is easier to obtain
numerical data from a representative sample of NDMA employees. This data may then will be
statistically analysed to identify trends, patterns, and correlations that are relevant to
effectiveness outcomes and strategic management.

37
3.2 Location of the Study

The study will be carried out at the NDMA headquarters in Nairobi, Kenya. Nairobi is a major
centre for study on national institutions like NDMA because it is Kenya's capital and economic
centre. Given its importance as the administrative hub in charge of managing services across
the country, the NDMA headquarters was a natural option for the research site. Direct access
to important stakeholders, such as directors, department heads, and divisional managers, who
are crucial to NDMA's strategic management procedures and effectiveness review, was made
possible by conducting the study here. Nairobi's accessibility also made data gathering
procedures more effective, enabling prompt and thorough examination of the variables
affecting NDMA's effectiveness.

3.2.1 Target population

Cooper and Schindler (2018) define target population as whole set of variables from which
findings are intended to be generalized. According to Saunders et al. (2018), population is the
entire set of elements from which study's result should be generalized, the population will be
200 respondents from Directorates, head of departments and divisions.

3.3 Sampling Procedure and Technique

Stratified random sampling, which gives every population an equal chance of being chosen and has been
confirmed to be aim by Creswell and Creswell (2018), will be used in this investigation. According to
Kothari and Garg (2015), a sample is the portion of the population that is utilized to represent the
characteristics of the population. Cooper and Schindler (2018) pointed out that a random study sample
size is necessary to avoid biases. According to Saunders, Lewis, and Thornhill (2018), 10%–30% of the
target population is thought to be an acceptable sample. Yamane formula to arrive at the suitable sample
population that was adopted for the final study.
Yamane formula is
n
Whereby: n represents the sample size; N represents the population size while e represents the level of
precision. Assuming the following: 95% confidence level and P = 0.05.

n = 200
38
 1+200 (0.05)2

The study sample size will be 133 respondents

3.4 Construction of Research Instruments

In order to collect data on strategic management techniques and effectiveness indicators inside
the NDMA, standardised questionnaires will be developed as part of the research instruments
for this project. The research objectives and established literature will be consulted in the
painstaking construction of the questionnaires, which will gather pertinent data related to
study variables. Respondents will be able to submit quantitative scores on the closed-ended
questionnaires. To enable accurate data collection, special attention was paid to making sure
the questionnaire items were comprehensive, relevant, and easy to understand.

3.5 pilot Study

"A small study to test research protocols, data collection instruments, and other research techniques
in preparation for the main study" is how one defines a pilot study. Using a pilot, one can identify
unclear queries and indistinguishable directions in an apparatus . Ten employees chosen at random
from NDMA will be part of the pilot. The process's purpose is determined whether responses from
the instruments will offer the required feedback. Another reason why the pilot study holds great
importance is that it establishes the authenticity and dependability of the tools used to acquire study
data (Cooper & Schindler, 2018). Before undertaking the main data collection process, a pilot study
will be conducted to evaluate the appropriateness, clarity, and consistency of the research
instrument—in this case, a structured questionnaire. The pilot phase is essential in identifying
potential flaws, ambiguities, or redundancies in the questionnaire items and refining the instrument
to ensure it meets the required standards of academic rigor. A total of ten (10) respondents will be
selected from various departments at the National Drought Management Authority (NDMA)
headquarters through random sampling. These respondents will represent a cross-section of the
institution’s personnel, ensuring that feedback captures diverse operational perspectives. The
primary aim of the pilot study is to test the internal coherence and logical structure of the
instrument, assess how well the items align with the study objectives, and gather practical feedback

39
on how participants interpret and respond to the questions. The pilot will thus serve as a
preliminary validation stage that ensures the instrument is both methodologically sound and
contextually relevant.

3.6 Validity Test

Saunders et al. (2018), the capacity of a data tool to provide expected results is known as validity.
Validity is about the accuracy of the measure. Its purpose is to find and fix any problems with the
research tool before the sample group is given access to it. This will be carried out during the
piloting phase of the instrument (Saunders et al., 2018). The goal of the procedure is to determine if
the instrument responses provided the required information to help the study accomplish its goals
as outlined in the methodology (Cooper & Schindler, 2018). Content validity, with the assistance of
supervisors and field specialists, will be adopted. Face validity is significant since it makes
determining the general validity of a test or method straightforward. It's a quick, simple, and
straightforward way of determining if a new statistic is beneficial at first glance. (Cooper &
Schindler, 2018).

To establish validity, the study will employ both content and face validity approaches. Content
validity will be determined through consultation with academic experts, including the research
supervisor and field specialists, who will review the questionnaire to ascertain whether it
adequately represents the full range of constructs under investigation—namely strategic foresight,
distribution of resources, oversight and assessment, stakeholder collaboration, and organizational
effectiveness. Face validity will be assessed based on feedback from the pilot respondents, who
will be asked to evaluate whether the items are clear, relevant, and appropriately worded for their
roles and understanding.

3.7 Reliability Test

Reliability is about the consistency of a measure Saunders et al. (2018), dependability is the ratio used to
check the uniformity of study questionnaires. Cronbach Alpha value, which is 0.7, will be used to assess the
study's reliability. According to Kothari and Garg (2015), research instruments when applied to the real

40
sample size, ought to yield identical outcomes as the pilot study if they are dependable, and this is
supported by Cooper and Schindler (2018).

Reliability will be measured through internal consistency testing using Cronbach’s Alpha
coefficient, which assesses how well the items within a given construct measure the same
underlying concept. A Cronbach’s Alpha value of 0.70 or higher will be considered acceptable, in
line with established thresholds in social science research. If any items are found to reduce the
reliability of a given scale, they will be revised or removed accordingly. The statistical analysis of
reliability will be performed using SPSS Version 27.

The pilot study will also establish the statistical significance level to be used in the main study. A
5% level of significance (α = 0.05) will be adopted, indicating that any observed relationships with
a p-value less than or equal to 0.05 will be considered statistically significant. This threshold
ensures that the study maintains a 95% confidence level, thereby minimizing the likelihood of
drawing incorrect inferences due to random variation.

3.8 Data Collection Methods and Procedures

Because of their flexibility and ease of use, questionnaires will be used to collect data for this
study. Participants can reply to questionnaires whenever it is most convenient for them, and
they are simple to make and disseminate. We'll take the "drop and pick later" method. By using
this approach, time and effort are saved for both the researcher and the respondents by
reducing the workload. To guarantee that the questionnaire items are answered accurately,
clear instructions will be given. There will be two sections to the questionnaire. In the first
section, respondents' personal information will be gathered; in the second, data pertaining to
the variables under enquiry will be gathered. The study will collect primary data from the
questionnaires.

3.9 Data Analysis

Kothari and Garg (2015) discuss the process of using research data-gathering techniques to sort and
organize raw data in order to obtain pertinent information as data analysis, quantitative data using SPSS

41
version 27 will be analyzed. Before generalizing the conclusions, the field's uncoded raw data will be
processed. Descriptive statistics will be used for analysis and tables shall be employed to show outcomes.
The link between variables will be shown using inferential statistics. A two-tailed, 5% level of Justification
correlation test will be conducted, analysis of variance will be employed. It will be compared between the
computed and tabulated f statistics. It will be determined whether the entire model is significant using
0.05 as P-value. We'll use a multivariate linear regression model to evaluate how much the independent
factors affect the dependent variable.

The outcomes of the pilot study will guide final modifications to the questionnaire to enhance its
reliability and validity ahead of full-scale deployment. Furthermore, the data derived from the pilot
will inform decisions on the statistical tests to be applied during the main analysis. These will
include descriptive statistics (such as means, frequencies, and standard deviations) to summarize
the data, Pearson’s correlation coefficient to determine relationships between variables, and
multiple regression analysis to assess the effect of strategic management practices on
organizational effectiveness. Additionally, analysis of variance (ANOVA) will be used to test the
overall fit and significance of the regression model.

. The idea that there is no correlation between the two variables is known as the null hypothesis.
Information regarding: is provided using correlation analysis. Analysis of variance (ANOVA) will be used to
establish the Justification of the entire model. We'll compare and contrast the calculated and tabulated f
statistics. A p-value of 0.05 will be used to evaluate whether the entire model is significant. A multiple
linear regression model will be used to assess the Justification of the contribution of the independent
factors on the dependent variable.
A regression constant, also known as an intercept, is used to estimate the model of NDMA composite
index effectiveness of Public Institutions, and the regression coefficient ranges from 1-4. The independent
variable indicates the NDMA effectiveness of Public Institutions 's overall composite score. JRA is
composite index of the other factors. IF represents the variables, which is a composite score of
formulation, implementation, evaluation, and strategic foresight are the random error factor, which, when
the linear effect of the predictor variables is insufficient to explain it, explains the viability of NDMA
effectiveness of Public Institutions .
Y=β0+ β1X1+ β2X2+ β3X3+ β4X4+ ε
Where:
42
Y= effectiveness of Public Institutions (NDMA)
(Βi; i=1, 2, 3, 4) =
Xi for;
X1= strategic foresight
X2= distribution of resources
X3= oversight and assessment
X4= stakeholder collaboration

3.8 Ethical Consideration

Bickman and Rog (2018) describe ethical thought as the practice of ethics throughout a research effort. All
potential responders will be asked to give their prior approval. Furthermore, the confidentiality of the
information supplied in survey responses will be maintained. Respondents' participation in the data
collection procedure will be 100% optional. Moreover, there were no insulting, rude, or personal
terminology or queries in the research questionnaire. Prior to beginning the research, authorisation from
Mount Kenya University will be required. Second, National Council for Science and Technology (NACOSTI)
authorisation for research. After that, permission will be sought from the NDMA to conduct the study at
their Nairobi County facility. Each questionnaire will have a cover letter from the researcher offering
thorough details necessary for informed consent.

43
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 APPENDIX I: LETTER OF INTRODUCTION

Dear respondent
My names are KHATRA YAHYA in partial fulfillment of the requirement for the award of MBA master’s
degree at Mount Kenya University I am conducting a study on ANALYSIS OF STRATEGIC MANAGEMENT
PRACTICES ON effectiveness OF NATIONAL DROUGHT MANGEMENT AUTHORITY and it is for this purpose, I
unassumingly appeal to your help attached questionnaire. Data and information you give are for academic
purposes only.

Thank You

Yours Truly,
Khatra Yahya

47
 APPENDIX II: QUESTIONNAIRES

Section One: Bio Data

1. Education Level?

Certificate ( )
Diploma ( ) Degree ( )
Master ( ) PhD ( )
2. Work experience?

1-5 years ( )
6– 10 years ( )
11-15 years ( )
16 years and above ( )

Use the Licket scale to respond to the following questions Where 5= Strongly Agree, 4 = Agree, 3= Neutral,
2= Disagree and 1= Strongly Disagree
strategic foresight
Answer the following statements about strategic foresight in relation to the effectiveness of national
drought management authority using the Likert scale that is provided
SA A N D SD

NDMA’s strategic goals are regularly reviewed and shared with

staff.

Employees understand how their roles contribute to the overall

strategic goals.

The organization's strategic vision is clearly communicated

across all departments.

Employees at different levels are involved in the strategic

planning process.
The organization encourages input from multiple departments
when formulating strategies.

48
The organization encourages input from multiple departments when
formulating strategies.
Strategic plans are developed with insights from both internal and
external stakeholders.
NDMA’s strategic plans are flexible enough to accommodate
environmental changes.
The organization updates its strategic plans in response to
emerging challenges.
There are clear procedures to revise strategic plans when
necessary

distribution of resources
The following comments about distribution of resources and the effectiveness of national drought
management authority are to be answered using the Likert scale indicated.
SA A N D SD

Financial resources are allocated based on strategic priorities.

Budgets are effectively monitored to ensure efficient utilization.

Budget planning aligns well with NDMA’s strategic goals.

Resource allocation across departments is fair and balanced.

All critical programs receive adequate funding regardless of their

size.
Allocation of human resources considers departmental workload
and needs.
NDMA can quickly reallocate resources during drought
emergencies.
The organization has systems to identify and prioritize high-need
areas.
Emergency resource requests are acted upon promptly.

49
oversight and assessment
Answer the following questions about the relationship between oversight and assessment and the
effectiveness of national drought management authority using the Likert scale that is provided
Statement on Monitoring and evaluation SA A N D SD
NDMA has well-defined performance indicators for key functions

Performance indicators are used to measure progress toward

strategic goals.
Staff are aware of the performance indicators relevant to their
roles.
Regular feedback is provided to staff based on monitoring data

There is a structured reporting system for project implementation

progress.
Performance reports are used to inform strategic decisions.

50
stakeholder collaboration
Answer the following statements on the stakeholder collaboration in regard to the effectiveness of
national drought management authority using the given Likert scale.

SA A N D SD

External stakeholders are consulted during strategic planning.

Community input is considered in NDMA’s program design.

NDMA involves local leaders and partners in decision-making

processes.
NDMA maintains regular communication with key stakeholders.

Stakeholders are informed about project implementation progress.

There are platforms for two-way communication between NDMA

and [Link] from monitoring and evaluation are used
in future planning.
Feedback from stakeholders influences organizational planning

Stakeholder complaints and suggestions are taken seriously.

The organization adjusts operations based on stakeholder input.

51
effectiveness of national drought management authority
Answer the following questions on the effectiveness of national drought management authority in respect
to corporate governance using the Likert scale provided

SA A N D SD

NDMA consistently achieves its strategic objectives.

Key performance targets are met within planned timelines.

Staff are held accountable for meeting strategic goals.

NDMA delivers services in a timely and efficient manner.

Beneficiaries are satisfied with the services provided.

There is a clear process to ensure service quality.

NDMA responds quickly to changes in the operational environment.

The organization effectively manages unexpected challenges

Internal systems support rapid decision-making and adjustment.

Thank you

52