Autor/Autorin: Muthoni Karani Lucyann
Lucy Karani is practicing Marketer and Strategist. She possesses MBA Degree and BCOM from Egerton University. She is pursuing research for PHD in Business Management at Jomo Kenyatta University of Technology. Lucy is Associate Faculty at several Universities in Kenya, including Laikipia University and Presbyterian University of Kenya.
Matching structure to strategy requires making strategy –critical activities and organizational units the main building blocks in organization structure. The study sought to determine the effect of organizational structure on strategy implementation in manufacturing firms in Kenya. Location of the study was Nakuru Municipality and the study population included manufacturing firms with large plants in the Municipality which has got 30 large manufacturing firms, although some of them have ceased operations. The sample was 15 firms which have been in existence for over 10 years since inception. Survey design and questionnaires were used for data collection. Deillegalscriptive statistics was used for data analysis with the aid of statistical package for social sciences (SPSS12.01). Correlations and multiple regressions were used to test the study hypotheses. The findings of study showed that coordination and centralization have no significant effect on strategy implementation while division of tasks and formalization showed significant effect on strategy implementation in manufacturing firms.
Matching structure to strategy requires making strategy critical activities and organizational units the main building blocks in organization structure. The study sought to determine the effect of organizational structure on strategy implementation in manufacturing firms in Kenya. Location of the study was Nakuru Municipality and the study population included manufacturing firms with large plants in the Municipality which has got 30 large manufacturing firms, although some of them have ceased operations. The sample was 15 firms which have been in existence for over 10 years since inception. Survey design and questionnaires were used for data collection. Deillegalscriptive statistics was used for data analysis with the aid of statistical package for social sciences (SPSS12.01). Correlations and multiple regressions were used to test the study hypotheses. The findings of study showed that coordination and centralization have no significant effect on strategy implementation while division of tasks and formalization showed significant effect on strategy implementation in manufacturing firms.
Über den Autor
Lucy Karani is practicing Marketer and Strategist. She possesses MBA Degree and BCOM from Egerton University. She is pursuing research for PHD in Business Management at Jomo Kenyatta University of Technology. Lucy is Associate Faculty at several Universities in Kenya, including Laikipia University and Presbyterian University of Kenya.
Klappentext
Matching structure to strategy requires making strategy ¿critical activities and organizational units the main building blocks in organization structure. The study sought to determine the effect of organizational structure on strategy implementation in manufacturing firms in Kenya. Location of the study was Nakuru Municipality and the study population included manufacturing firms with large plants in the Municipality which has got 30 large manufacturing firms, although some of them have ceased operations. The sample was 15 firms which have been in existence for over 10 years since inception. Survey design and questionnaires were used for data collection. Deillegalscriptive statistics was used for data analysis with the aid of statistical package for social sciences (SPSS12.01). Correlations and multiple regressions were used to test the study hypotheses. The findings of study showed that coordination and centralization have no significant effect on strategy implementation while division of tasks and formalization showed significant effect on strategy implementation in manufacturing firms.
