DRIVING STRATEGY INTO ACTION: HOW STRATEGIC RESOURCES SHAPE STRATEGY IMPLEMENTATION IN KENYAN AIRLINE FIRMS
DRIVING STRATEGY INTO ACTION: HOW STRATEGIC RESOURCES SHAPE STRATEGY IMPLEMENTATION IN KENYAN AIRLINE FIRMS
Absolom Ngari Irungu - School of Business and Economics, Daystar University, Kenya
Dr. Justice Nzioki - School of Business and Economics, Daystar University, Kenya
Dr. Job Omagwa - School of Business and Economics, Daystar University, Kenya
ABSTRACT
The airline industry in Kenya is vital due to its contribution to massive job creation and contribution to the country’s Gross Domestic Product. However, they continuously face challenges associated with strategy implementation. These limitations are linked to a weak alignment between strategy and execution as a result of inadequate strategic resources. The goal of this study was to examine the effect of strategic resources on strategy implementation among the airline firms in Kenya with less than 15 percent of strategies being successfully implemented. The study was based on Resource-Based View Theory and adopted a post-positivism paradigm in which an explanatory research design was utilized. The study targeted 634 managers across 80 registered and operational airlines, from which a sample of 209 respondents was selected through stratified sampling technique. Quantitative data were analysed using descriptive statistics and multiple regression analysis. The findings revealed that strategic resources had a positive and statistically significant effect on strategy implementation (β = 0.643, p = 0.000). It was thus concluded that effective strategy implementation in Kenyan airline firms is contingent on strategic resource availability. The study recommends that airline managers should align strategic resources with strategy implementations in all stages of strategy development and implementation.
