Influence of Alignment on Strategy Implementation in HIV/AIDS Non-Governmental Organizations in Kenya

Abstract

Strategy in many companies is almost disconnected from execution. The best-formulated strategies may fail to produce superior performance for the firm if they are not successfully implemented. Poor implementation of strategic plans impacts negatively on efficiency, effectiveness, and sustainability of organizations. This study sought to investigate the influence of alignment on strategy execution in HIV/AIDS-based NGOs in Kenya. The specific objectives of the study were to determine the influence of strategy alignment on strategy implementation; process alignment on strategy implementation; customer alignment on strategy implementation; people alignment on strategy implementation and finally to determine the moderating effect of strategic leadership on the influence of alignment on strategy execution in HIV/AIDS-based NGOs in Kenya. The study was anchored on the resource-based theory, the open systems theory and the stakeholder’s theory. The study adopted a cross-sectional survey. The target population was 313 organizations and a sample size of 125 respondents comprising of project officers and managers in charge of strategy implementation was selected using stratified random sampling method and purposive sampling. A structured questionnaire was used to collect quantitative and qualitative data. Quantitative data was analyzed using simple and multiple regression, coefficient of correlation analysis and ANOVA. Content analysis was used for qualitative data. From the findings it was established that strategy alignment, process alignment, customer alignment, and people alignment have a statistically significant positive influence on strategy implementation. It was also established that strategic leadership was a positive and significant moderating variable for strategy alignment, process alignment, customers’ alignment and people alignment. Based on the findings, top management in HIV/AIDS NGOs need to align their strategies at all levels to the long-term objectives of the organization as well as align processes and procedures to facilitate strategy implementation. There is need to also align organizations to their customer needs and also rally support and commitment from the staff to believe and pursue the organizational objectives fervently. The study recommends that managers in HIV/AIDS NGOs should ensure that their organizations are strategically aligned in terms of strategies, processes, customer, and people in order to achieve their strategic objectives. Policy makers should also ensure that there is congruence in the policies and strategic framework pursued at national level and at NGO level in the fight against HIV and AIDS pandemic in Kenya to enhance a more coordinated implementation of interventions. The study also recommends that a further study be conducted to determine the influence of alignment on strategy implementation in national bodies tasked with the mandate to coordinate the prevention and treatment of HIV and AIDs in Kenya.