Strategy implementation is a critical component of strategic management. Thus, the mainudpurpose of this research was to study the factors affecting implementation of strategy at KenyaudNational Audit Office. The specific objectives of the study included: examining the extent toudWhich financial resources affect strategy implementation; determining the extent to which lackudof coordination affects strategy implementation; establishing the extent to which capabilities ofudemployees. affects strategy implementation, establishing the extent to which reward systemudaffects strategy implementation, establishing the extent to which top management commitmentudaffects strategy implementation and establishing the extent to which communication affectsudstrategy implementation. The study adopted a descriptive research design. The target populationudwas 300 middle-level and senior managers of KENAO and purposeful sampling was used toudcome up with a representative sample size. The researcher administered questionnaires to a totaludof75 sampled respondents out of which 61 questionnaires representing 81% response rate wereudreturned. The data was edited, classified, coded and tabulated in a systematic manner to allowudfor accurate analysis. Statistical Package for Social Sciences (SPSS) was used to generate theudoutputs. Tools of descriptive statistics was employed to analyze the data, and reliability test wasuddone to ensure that the research tools are consistent. The findings were presented in form ofudsummarized tables with percentage scores and charts. Arising from the data analysis,udpresentation and interpretation, the research indicated that financial inadequacy posses audchallenge to a greater extent to the implementation of strategy at KENAO. Top managementudcommitment to the strategy, was found to be lacking while poor communication of the strategyudwas ranked third in the order of factors affecting strategy implementation at KENAO. Lack ofudadequate reward system, staff competencies and co-ordination were found to also affect strategyudimplementation though to a lesser degree. The researcher recommends that KENAO lobby forudmore funding from the government. The management be sponsored for short courses in order toudimprove their communication skills. More incentives should be offered to the management so asudto improve their commitment to the strategy implementation. Further research may be carriedudout on the factors affecting strategy formulation in KENAO so as to fill the existing gap.udFurther, the role of leadership in strategy implementation at KENAO may also be investigated.
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