STRATEGY IMPLEMENTATION AND ORGANIZATIONAL PERFORMANCE IN

THE RAILWAY INDUSTRY, IN KENYA

Ondimu Steve

A RESEARCH PROPOSAL SUBMITTED TO THE STRATHMORE BUSSINESS

SCHOOL IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD

OF MASTER DEGREE IN STRATEGIC MANAGEMNT OF STRATHMORE

UNIVERSITY

December, 2024
 DECLARATION

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

university.

Signature……Gabriel…………………………………………………. Date…4/12/2024

This project has been submitted for examination with my approval as University supervisor.

Signature: Date: 2nd Dec 2024

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 DEDICATION

I dedicate this proposal to all my family members, for they have been a consistent source of love,

encouragement, and unwavering support throughout this quest and beyond. I am and will be

eternally thankful for the encouragement and prayers to pursue my aspirations.

iii
 ACKNOWLEDGEMENT

First and foremost, I am thankful to my supervisor for their untiring support during the drafting

of my proposal. He is always willing to patiently and joyfully encourage me to continue going.

me with the complete
He has provided information and abilities that are needed to my proposal

successfully. I also recognize the lecturers at Strathmore University for journeying with me

through the coursework and the proposal. The insights they provided in the course of learning

shaped me academically, as I was able to utilize the knowledge gained in development of the

proposal.

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 TABLE OF CONTENTS
DECLARATION...........................................................................................................................ii
DEDICATION..............................................................................................................................iii
ACKNOWLEDGEMENT...........................................................................................................iv
ABSTRACT.................................................................................................................................vii
1.1 Background of the Study...................................................................................................................1
1.2 Problem Statement.............................................................................................................................4
1.3 Objectives of the Study......................................................................................................................8
1.3.1 General Objective.......................................................................................................................8
1.3.2 Specific Objectives.....................................................................................................................8
1.4 Research Questions............................................................................................................................9
1.5 Significance of the Study...................................................................................................................9
1.6 Scope and Limitation of the Study...................................................................................................10
CHAPTER TWO.........................................................................................................................12
LITERATURE REVIEW...........................................................................................................12
2.1 Introduction.....................................................................................................................................12
2.2 Theoretical Foundation....................................................................................................................12
2.2.1 Resource-Based View (RBV)...................................................................................................12
2.2.2 Dynamic Capabilities Theory...................................................................................................13
2.3 Empirical Literature Review............................................................................................................15
2.3.1 Leadership Commitment and Organizational Performance.......................................................15
2.3.2 Resources Allocation and Organizational Performance............................................................16
2.3.3 Monitoring and Evaluation and Organizational Performance...................................................17
2.3.4 Adaptability and Organizational Performance..........................................................................19
2.3.5 Employee Involvement, Strategy Implementation and Organizational Performance................20
2.4 Summary of Knowledge Gap...........................................................................................................21
2.5 Research Framework.......................................................................................................................24
2.6 Study Hypotheses............................................................................................................................26
2.7 Operationalization of Study Variables.............................................................................................26
2.8 Chapter Summary............................................................................................................................28
CHAPTER THREE.....................................................................................................................29

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RESEARCH METHODOLOGY...............................................................................................29
3.1 Introduction.....................................................................................................................................29
3.2 Research Philosophy........................................................................................................................29
3.3 Research Design..............................................................................................................................30
3.4 Target Population of the Study........................................................................................................30
3.5 Sample Design and Technique.........................................................................................................31
3.5.1 Sample Size..............................................................................................................................31
3.5.2 Sampling Technique.................................................................................................................32
3.6 Data Collection Methods.................................................................................................................32
3.6.1 Questionnaire............................................................................................................................32
3.6.2 Piloting.....................................................................................................................................33
3.7 Data Collection Procedures.............................................................................................................33
3.8 Research Quality..............................................................................................................................34
3.8.1 Reliability.................................................................................................................................34
3.8.2 Validity.....................................................................................................................................35
3.9 Data Analysis...................................................................................................................................35
3.10 Ethical Considerations...................................................................................................................36
3.11 Chapter Summary..........................................................................................................................37
References......................................................................................................................................39
APPENDICES..............................................................................................................................46
Appendix I: Consent Form....................................................................................................................46
Appendix I1: Research Questionnaire...................................................................................................47
Appendix III: Budget.............................................................................................................................55

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 ABSTRACT
This study seeks to establish the effects of strategy implementation on organizational
performance at the railway industry in Kenya. The specific objectives of the study include: to
examine the level of employee involvement in strategy implementation and organizational
performance in railway industry in Kenya; to investigate the relationship between strategy
implementation and organizational performance in the railway industry in Kenya; and to
determine which dimensions of strategy implementation significantly contribute to
organizational performance in the railway Industry in Kenya. The target population comprises
540 employees working at Kenya Railways Corporation across various departments critical to
strategy implementation. To determine the sample size, Yamane formula was adopted, where a
sample size of 230 respondents was obtained. This study will use descriptive and inferential
statistics in carrying out the analysis of the collected data, and the software to be used in data
analysis is SPSS. The findings will be used to make appropriate recommendations and
conclusions of the study.

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Globally, the transportation industry is crucial in facilitating trade, movement, and economic

growth. Within this sector, the railway industry plays a significant role in providing an efficient

and sustainable means of transport. Successful organizations across the world have recognized

the value of employee involvement and effective strategy implementation in enhancing their

overall performance (Babatunde & Adebisi, 2012). Regionally, railways in Africa have been

pivotal in shaping the economic landscape, particularly by linking landlocked countries to ports.

However, the industry has faced challenges, including underinvestment and poor operational

efficiency, making strategy implementation a critical factor for performance (African

Development Bank, 2019).

The railway industry in Kenya, a crucial element of the country’s transport infrastructure, has

faced significant challenges in recent years. Despite substantial investments, particularly in the

Standard Gauge Railway (SGR) project, the sector has struggled with persistent losses and

operational inefficiencies. The Auditor General's report for the financial year 2022/2023 sheds

light on these issues, revealing that the Kenya Railways Corporation reported a net loss of KSh

3.2 billion, a substantial increase from previous years (General, 2023). This alarming trend

underscores the need for a thorough evaluation of strategy implementation and its impact on

organizational performance.

The Auditor General’s report highlights a range of financial indicators pointing to systemic

issues within the railway sector. The financial year 2022/2023 saw revenues of KSh 8.5 billion,

yet operational costs soared to KSh 11.7 billion, reflecting a critical gap between income and

1
expenditure (General, 2023). The inability to control costs while failing to boost revenues points

to poor strategic planning and execution. Despite the introduction of the SGR, which was

expected to significantly enhance revenue streams, the railway corporation has not capitalized on

this asset effectively, indicating a disconnect between strategic goals and operational realities.

The data reveals that the railway industry's challenges are largely attributable to ineffective

strategy implementation. The Auditor General's report identifies several key areas where

strategic efforts have fallen short. First, there is a lack of clear operational frameworks to guide

the implementation of strategic initiatives. For instance, the strategic plan aimed at improving

customer service and increasing freight volumes has not been adequately executed, resulting in a

15% decline in freight traffic compared to the previous year (General, 2023). This shortfall can

be linked to insufficient marketing and outreach efforts, which have failed to attract potential

clients.

Furthermore, the report emphasizes issues related to employee involvement, leadership and

management, monitoring and evaluation. The railway sector has not invested sufficiently in

training and capacity building for their leaders, monitoring and evaluation metrics, and how to

get the employee involved in strategic plan implementation leading to a skills gap among

employees. The Auditor General noted that over 30% of positions within Kenya Railways

remain unfilled or filled with personnel lacking adequate qualifications (General, 2023). This

deficiency in human capital not only hampers operational efficiency but also stifles innovation,

leaving the organization ill-prepared to adapt to emerging market demands.

The relationship between strategy implementation and organizational performance has been

widely studied across various sectors, including manufacturing, healthcare, and transportation.

2
Effective strategy implementation is recognized as a key determinant of organizational success,

enabling firms to achieve competitive advantage and enhance operational efficiency (Li, Guohui

& Eppler, 2008). In the railway industry, where operations are complex and involve multiple

stakeholders, strategic implementation processes are essential for ensuring long-term

sustainability and competitiveness (Glaister et al., 2008).

A significant aspect of strategy implementation is employee involvement, which has been

notably lacking within the Kenya Railways Corporation. The Auditor General's findings indicate

that staff members are often not consulted during the strategy formulation process, leading to a

disconnect between leadership directives and ground-level realities (General, 2023). When

employees feel excluded from decision-making, their engagement and commitment to executing

strategies diminish. This lack of involvement has resulted in a workforce that is less motivated to

drive the corporation's goals forward, ultimately impacting performance and service delivery.

Leadership and management practices within the railway industry also require scrutiny. The

Auditor General’s report points to ineffective leadership that has failed to inspire and align the

workforce towards common objectives. There is a noted absence of a unified vision and strategic

direction, which has left employees unclear about their roles in the organization’s success

(General, 2023). Additionally, the leadership has not fostered a culture of accountability and

transparency, essential for motivating teams and driving performance improvements. Without

strong leadership and clear communication, strategic initiatives struggle to gain traction.

Another critical area highlighted in the report is the lack of effective monitoring and evaluation

systems. The Auditor General emphasized that without robust mechanisms to assess strategy

implementation, the railway sector cannot adequately track progress or make informed

3
adjustments (General, 2023). This deficiency has allowed operational inefficiencies to persist, as

problems are often identified only after they have escalated into significant issues. Regular

monitoring and evaluation are essential for providing feedback on performance, ensuring that

strategies remain relevant, and facilitating continuous improvement.

The Auditor General's report for the financial year 2022/2023 serves as a critical reflection on

the state of Kenya's railway industry, revealing the profound implications of poor strategy

implementation on organizational performance. With a net loss of KSh 3.2 billion and various

operational inefficiencies, it is clear that significant gaps exist in the planning and execution of

strategic initiatives (General, 2023). Addressing these issues will require a concerted effort to

enhance operational frameworks, involve employees meaningfully, strengthen leadership, and

establish robust monitoring and evaluation systems. By taking these steps, the railway sector can

begin to reverse its fortunes, turning potential losses into sustainable growth and contributing

effectively to Kenya's economic development. While strategy formulation has been the focus of

numerous studies, limited empirical research exists on the relationship between strategy

implementation and organizational performance in the Kenyan railway industry. Addressing this

gap will provide insights into critical success factors that can enhance strategic effectiveness and

improve overall performance in the sector.

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1.2 Problem Statement

Africa’s railway sector has been undergoing significant transformation with governments and

private investors investing heavily in infrastructure and modernization to improve connectivity

and performance (African Union Commission, 2020). However, despite these investments, many

railway organizations in the region struggle with translating strategic plans into actionable

outcomes, leading to suboptimal performance and slow growth (World Bank, 2019).

The Kenyan railway industry is facing a crisis marked by significant operational inefficiencies

and financial losses, exemplified by the reported net loss of KSh 3.2 billion for the financial year

2022/2023 (General,2023). This alarming figure reflects a troubling trend that has persisted

despite substantial investments in infrastructure, notably the Standard Gauge Railway (SGR)

project. Originally envisioned as a transformative initiative to enhance the country’s

transportation capabilities, the SGR has not delivered the expected economic benefits. The

disparity between investment and return is alarming, leading to concerns about the sustainability

and effectiveness of strategic planning within the sector (Arokodare & Falana, 2021).

Stakeholders, including government bodies and private investors, are left questioning the

viability of continued investments in a sector that fails to convert resources into tangible

outcomes. This disconnect raises critical questions about the underlying strategies employed in

managing the railway system and their effectiveness in driving performance.

Central to the challenges faced by the railway industry is the ineffective implementation of

strategies that should guide its operations. The Auditor General's report highlights several

deficiencies in the operational frameworks designed to facilitate strategic initiatives. For

instance, the ambitious plans aimed at improving customer service and increasing freight

5
volumes have not materialized effectively, resulting in a 15% decline in freight traffic (General,

2023). Such a downturn underscores a systemic failure in the execution of strategies that are

supposed to leverage existing assets. Inadequate marketing and outreach efforts further

contribute to this problem, revealing a lack of alignment between strategic goals and operational

realities. Moreover, without clear frameworks for execution, employees may feel disconnected

from the overarching mission, leading to a lack of ownership and accountability. This ineffective

implementation not only hampers the potential for growth but also stifles innovation, preventing

the organization from adapting to changing market demands.

A critical factor in the failure of strategy implementation is the lack of employee involvement in

the decision-making process. The Auditor General's findings reveal that employees are often

excluded from discussions that shape the organization’s strategic direction. This exclusion leads

to disengagement, as staff members may feel undervalued and less motivated to contribute to the

corporation’s goals. When employees are not consulted, there is a disconnect between leadership

directives and the realities faced on the ground (Mutuku, 2021). The result is a workforce that is

not fully aligned with the organization’s objectives, which can severely impact execution and

overall performance. To foster a more productive environment, it is essential to integrate

employee feedback into strategic planning processes. Involving employees not only enhances

commitment but also brings in diverse perspectives that can lead to more effective solutions.

This participatory approach is vital for ensuring that strategies are realistic, relevant, and

achievable.

Leadership and management practices within the railway sector also warrant critical

examination. The Auditor General's report points to a deficiency in effective leadership that has

6
failed to inspire and unify the workforce toward common goals. Strong leadership is vital for

creating a cohesive organizational culture that promotes accountability, transparency, and

performance excellence. Unfortunately, the current leadership structure lacks a unified vision,

leaving employees unclear about their roles and responsibilities (Arokodare & Falana, 2021).

This ambiguity can breed frustration and disengagement, ultimately leading to a decline in

operational efficiency. Furthermore, without a culture of accountability, it becomes challenging

to assess the effectiveness of strategic initiatives. Leadership must prioritize clear

communication and develop a shared vision that aligns with both organizational objectives and

employee contributions. By cultivating an environment of trust and collaboration, the railway

sector can enhance its strategic execution and foster a motivated workforce dedicated to

achieving set goals.

Another critical aspect affecting the railway industry is the absence of robust monitoring and

evaluation systems. The Auditor General emphasizes that without effective mechanisms to assess

the implementation of strategies, the sector cannot adequately track progress or make informed

adjustment (Arokodare & Falana, 2021). This deficiency allows operational inefficiencies to

persist unchecked, as problems are often identified only after they escalate into more significant

issues. Regular monitoring and evaluation are essential for providing feedback on performance

and ensuring that strategies remain relevant in a dynamic environment. By establishing clear

metrics and benchmarks, the railway corporation can better gauge the effectiveness of its

initiatives and identify areas needing improvement. Implementing a structured evaluation

process will not only enhance transparency but also facilitate continuous learning and adaptation,

enabling the organization to respond proactively to challenges and opportunities.

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Moreover, the lack of alignment between the railway corporation's strategies and broader

national development goals exacerbates the challenges faced by the sector. The Kenyan

government envisions the railway industry as a vital player in achieving Vision 2030, aimed at

transforming the country into a newly industrializing, middle-income nation (Mutuku, 2021).

However, the current misalignment between strategic initiatives and national objectives

undermines these aspirations. The Auditor General's findings suggest that the strategies

employed do not adequately address the growing need for sustainable and efficient transport

solutions. This disconnect highlights the urgency for a comprehensive reevaluation of strategic

priorities to ensure they align with national development goals. Through realigning its strategies

with the broader vision for the country's economic development, the railway sector can better

position itself to contribute effectively to national growth while enhancing its operational

performance.

Therefore, there is a need to investigate the relationship between strategy implementation and

organizational performance in the railway industry in Kenya to identify key implementation

factors that can drive sustainable performance improvements. Addressing this gap will contribute

to strategic management literature and offer practical insights for enhancing performance in

Kenya’s railway sector. This research aims to address this gap by examining the extent to which

employee involvement practices influence organizational performance in the Kenyan railway

industry, the relationship between strategy implementation and performance, and identifying the

dimensions of strategy implementation that significantly contribute to performance in this

context.

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1.3 Objectives of the Study
1.3.1 General Objective

To establish a relationship between strategy implementation and organizational performance in

the railway industry in Kenya.

1.3.2 Specific Objectives

i. To examine the level of employee involvement in strategy implementation and
organizational performance in railway industry in Kenya

ii. To investigate the relationship between strategy implementation and organizational

performance in the railway industry in Kenya. ‘

iii. To determine which dimensions of strategy implementation significantly contribute to

organizational performance in the railway Industry in Kenya.

1.4 Research Questions

i. To what extent do employee involvement practices influence organizational performance

in the railway industry in Kenya?

ii. What is the relationship strategy implementation and organizational performance in the

railway industry in Kenya?

iii. What are the dimensions of strategy implementations that significantly contribute to

organizational performance in the railway industry in Kenya?

1.5 Significance of the Study

This study is significant for several reasons, particularly in relation to the challenges faced by

Kenya Railways as a loss-making entity. It will offer a guideline for key stakeholders and

enablers involved in strategy and operational improvement within the organization (Arokodare &

9
Falana, 2021). By assisting managers and policymakers in developing proactive strategies aimed

at enhancing performance, the findings can help address critical issues that have historically

hindered the company during strategy implementation.

This research will contribute to the theoretical understanding of strategic management in the

context of loss-making firms, specifically within the Kenyan transportation sector. It highlights

the specific factors influencing strategy implementation and organizational performance,

providing insights into the unique challenges faced by Kenya Railways (Arokodare & Falana,

2021). This knowledge can inform the refinement of strategic directions and best practices for

academics, researchers, and practitioners, ultimately driving significant improvements in the

firm's overall performance.

The conclusions drawn from this study hold practical implications for various stakeholders

involved with Kenya Railways. For managers and leaders, the findings offer actionable insights

into optimizing strategies and enhancing organizational performance, which is crucial for

reversing financial losses. Policymakers and regulators can leverage this information to develop

appropriate policies that support the revitalization and sustainability of Kenya Railways

(Mutuku, 2021).

The study will serve as a foundation for future research and the development of precise strategies

aimed at transforming Kenya Railways into a successful and sustainable business entity

(Arokodare & Falana, 2021). By contributing to the extensive literature on the correlates of

strategy implementation success, this research provides a starting point for further exploration of

best practices and methods to achieve improved organizational performance in the context of

loss-making firms like Kenya Railways.

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1.6 Scope and Limitation of the Study

This study focuses on examining the interrelationships among employee involvement, leadership

and management, and monitoring and evaluation within Kenya Railways, aiming to assess how

these variables influence organizational performance (Cabral & Kumar, 2020). The research will

encompass both local and international stakeholders associated with the railway sector,

emphasizing key players such as management, employees, regulatory authorities, and other

relevant parties.

Geographically, the study will primarily target the central business districts of major cities in

Kenya, specifically Nairobi and Mombasa, which are crucial hubs for rail transport and

infrastructure. Through concentrating on this specific context, the research seeks to develop a

nuanced understanding of the implementation challenges and opportunities that exist within

Kenya Railways, particularly given its status as a state-owned enterprise facing financial

difficulties and operational inefficiencies (Cabral & Kumar, 2020). However, this study will face

several limitations that should be acknowledged. Firstly, the research will focus exclusively on

Kenya Railways, which may limit the generalizability of the findings to other sectors or

countries. Differences in industrial practices, cultural contexts, and regulatory environments

could affect the applicability of the results beyond the Kenyan rail industry, particularly in

regions with distinct railway regulations or operational frameworks.

Furthermore, qualitative insights drawn from interviews may be influenced by the subjective

experiences and perspectives of participants, which could affect the objectivity of the findings

(Cabral & Kumar, 2020). This subjectivity is a common challenge in qualitative research and can

complicate the interpretation of results. Resource constraints, including limitations in time,

11
budget, and access to certain divisions within Kenya Railways, may further restrict the depth and

breadth of data collected.

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 CHAPTER TWO

LITERATURE REVIEW
2.1 Introduction

This chapter presents a review of literature on the influence of strategy implementation on

organizational performance within the railway industry. This literature review aims to

contextualize the study within the broader global, regional, and national discourse on optimizing

performance outcomes through effective strategy implementation drivers. The literature draws

from a range of documented and published studies, including academic books and journals,

which present diverse arguments, propositions, and findings concerning performance

management strategies. The key aspects captured in the literature review include: theoretical

review, empirical review, conceptual structure, research summaries, and identified gaps.

2.2 Theoretical Foundation

This section presents essential theoretical frameworks for understanding strategy implementation

and organizational performance, including the Resource-Based View (RBV), Contingency

Theory, Dynamic Capabilities Theory, and the McKinsey 7-S Framework.

2.2.1 Resource-Based View (RBV)

The Resource-Based View (RBV), introduced by Wernerfelt (1984) and further developed by

Barney (1991), asserts that a firm’s competitive advantage arises from its unique internal

resources rather than solely its external industry positioning. Central to this perspective are

Barney's VRIN criteria, which evaluate resources based on their value, rarity, inimitability, and

non-substitutability. These attributes determine the capacity of resources to yield sustained

competitive advantage (Barney, 1991; Wernerfelt, 1984). By emphasizing the strategic

importance of internal assets such as technology, skilled labor, and proprietary systems, the RBV

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has transformed strategic management, advocating for the exploration and optimization of

internal strengths. This approach enables firms to craft strategies that foster long-term resilience

and success in competitive markets (Barney, 1991). Through effective resource identification

and deployment, organizations can enhance customer satisfaction and operational efficiency,

solidify their market position, and ensure sustained competitive advantage.

The RBV argues that superior performance is achieved by managing resources that align with the

VRIN framework. Valuable resources increase efficiency and customer value, rare resources

provide exclusivity, and inimitable resources safeguard a firm’s competitive position against

replication by rivals (Barney, 2001). Strategic management under the RBV framework

emphasizes leveraging internal capabilities—such as human capital, technology, and

organizational culture—while focusing on acquiring, protecting, and optimizing these distinctive

assets to maintain a competitive edge (Peteraf, 1993). Despite its strengths, the RBV has been

critiqued for its ambiguity regarding resource valuation and its static nature, which may hinder

adaptability in rapidly evolving markets (Priem & Butler, 2001; Eisenhardt & Martin, 2000). To

address this limitation, the Dynamic Capabilities Theory emerged, emphasizing the importance

of resource flexibility in response to changing environments. Nevertheless, RBV continues to

hold significant relevance in industries requiring unique resources for sustained advantage, such

as Kenya's railway sector, where specialized technology and infrastructure are critical for

competitive performance (Peteraf & Barney, 2003; Madhok, 2002; Newbert, 2007; Chari &

David, 2012).

2.2.2 Dynamic Capabilities Theory

Dynamic Capabilities Theory, introduced by Teece, Pisano, and Shuen (1997), emphasizes that a

firm’s ability to integrate, build, and reconfigure its internal and external competencies is critical

14
for adapting to dynamic and rapidly changing environments. This theory extends the Resource-

Based View (RBV) by highlighting the importance of not just possessing valuable resources but

also effectively adapting and deploying these resources to address new challenges and

opportunities. Dynamic capabilities enable firms to sense emerging market trends, seize new

opportunities, and reconfigure their resource base to maintain and enhance their competitive

advantage. This adaptability is vital for fostering resilience and innovation, especially in

unpredictable business landscapes where responsiveness is a key determinant of success. Firms

that effectively implement dynamic capabilities can navigate uncertainty, innovate, and achieve

sustained growth by staying ahead of market shifts (Teece, Pisano, & Shuen, 1997).

The theory's foundational components including sensing, seizing, and reconfiguringare essential

for firms aiming to maintain competitiveness. Sensing involves identifying and evaluating

environmental changes, such as advancements in technology or shifts in consumer preferences.

Seizing focuses on capitalizing on these opportunities by realigning resources or modifying

business models to create value. Reconfiguring highlights the continuous renewal and

transformation of resources and capabilities to adapt to changing market conditions, ensuring

sustained competitive advantage (Teece, 2007). These components collectively underline the

importance of agility and responsiveness, which are increasingly critical in today’s fast-paced

global economy. However, Dynamic Capabilities Theory has faced criticism for its conceptual

ambiguity, with scholars such as Zollo and Winter (2002) arguing that vague definitions of

dynamic capabilities complicate their practical application. Critics also highlight the potential

oversight of stable resources needed for long-term performance and the risk that rapid

adaptability may fail in extremely volatile environments where change outpaces a firm’s capacity

to adjust (Ambrosini & Bowman, 2009; Pavlou & El Sawy, 2011). Despite these challenges, the

15
theory remains highly relevant in sectors such as Kenya’s railway industry, where dynamic

capabilities are crucial for navigating operational challenges, driving innovation, and achieving

sustainable competitive advantages (Dyer & Singh, 1998; Eisenhardt & Martin, 2000).

2.3 Empirical Literature Review

This section presents empirical discussion relating to the influence of leadership commitment,

resources allocation, monitoring and evaluation and adaptability on organizational performance.

2.3.1 Leadership Commitment and Organizational Performance

Leadership commitment refers to the dedication of leaders to aligning their actions, decisions,

and priorities with the strategic goals of an organization (Baird, Hu, & Raghavan, 2021).

Committed leaders create an environment that supports employee engagement, boosts morale,

and enhances productivity, which are vital for achieving organizational objectives (Santos, Lima,

& Martins, 2022). Research indicates a positive correlation between leadership commitment and

improved employee satisfaction, organizational performance, and successful implementation of

change initiatives. Hwang and Chang (2020) found that organizations with committed leaders

faced less resistance to change and experienced higher employee retention rates. Furthermore,

Elbanna and Fadly (2021) emphasized that leadership commitment fosters an organizational

culture of accountability, collaboration, and trust, which strengthens team cohesion and overall

performance. This is supported by Baird, Hu, and Raghavan (2021), who demonstrated the role

of leadership commitment in advancing digital transformation within U.S. manufacturing firms,

linking active leadership support to greater innovation and operational efficiency.

Globally, leadership commitment has proven essential for achieving organizational goals. In

Singapore, Tan and Reddy (2022) found that leaders committed to mentoring and employee

16
development enhanced engagement and retention within the technology sector. Similarly, Zhu et

al. (2021) argued that leadership commitment helps organizations navigate global market

complexities and adapt to rapid changes. These findings underline the importance of committed

leadership in fostering employee engagement, enhancing organizational resilience, and

sustaining competitive advantage (Huang, 2022; Zhang & Zhou, 2021). Empirical studies from

various sectors further demonstrate the significant impact of leadership commitment on

organizational success. Coetzee and Stoltz (2020) revealed that transformational leadership

behaviors in South Africa’s public sector fostered a sense of belonging among employees,

leading to higher job satisfaction and productivity. In Kenya, Kanyiri, Ngumi, and Were (2021)

showed that leaders who supported quality improvement initiatives in healthcare institutions

achieved better patient care outcomes through resource allocation and active staff engagement.

Additionally, Santos et al. (2022) conducted a meta-analysis that affirmed the role of leadership

commitment in shaping employee attitudes and behaviors, ultimately influencing organizational

performance. These studies emphasize the need for leadership commitment in driving strategic

execution and adaptability, particularly in dynamic sectors.

2.3.2 Resources Allocation and Organizational Performance

Resource allocation involves systematically distributing financial, human, and technological

resources to align with organizational priorities, ensuring efficiency and strategic alignment

(Elbanna & Fadly, 2021). By aligning resource allocation with organizational objectives,

companies can enhance competitiveness and operational excellence, even in complex

environments. For example, Hsieh, Lin, and Wu (2020) demonstrated that Taiwanese hospitals

improved service delivery and operational efficiency by strategically aligning their resource

distribution. Similarly, Prajogo and Sohal (2021) found that Australian manufacturing firms that

17
prioritized innovation and operational performance through strategic resource allocation

achieved superior outcomes, emphasizing the critical role of effective resource distribution in

achieving organizational success. Resource allocation is particularly important in organizations

where resources are limited and must be used efficiently to maximize returns and ensure long-

term sustainability.

The significance of resource allocation extends across various sectors and geographic contexts.

Bhaduri and Stanyer (2022) found that in the Indian construction industry, prioritizing strategic

relevance over resource availability led to improved project outcomes and overall organizational

performance. Hofer and Charan (2021), in a meta-analysis, demonstrated that companies that

integrated resource allocation into their strategic planning consistently outperformed competitors

across industries. In Kenya, Ochieng et al. (2020) revealed that SMEs aligning resource

allocation with strategic priorities significantly enhanced their competitiveness. Similarly, Liu,

Wei, and Zhang (2020) found that adaptable resource allocation strategies in Chinese

manufacturing firms promoted innovation and market responsiveness, highlighting the role of

flexible and responsive resource allocation in maintaining operational efficiency and

competitiveness. In an era of globalization and technological advancements, organizations must

adopt dynamic resource allocation strategies to ensure long-term resilience and sustainability

while fostering innovation (Elbanna & Fadly, 2021; Prajogo & Sohal, 2021).

2.3.3 Monitoring and Evaluation and Organizational Performance

Monitoring and Evaluation (M&E) involves the systematic collection and analysis of data to

assess the performance and impact of projects and programs, helping organizations track

progress, improve operations, and ensure accountability to stakeholders (Kusek & Rist, 2019).

Effective M&E frameworks facilitate informed decision-making, ensuring resources are aligned

18
with strategic priorities to enhance organizational performance. Studies emphasize integrating

M&E into organizational practices to promote learning and adaptation, which can improve

overall outcomes (Cousins & Earl, 2020; Patton, 2019). For instance, Mouton et al. (2019) found

that robust M&E systems not only improve program outcomes but also optimize resource

allocation, ensuring that efforts are directed where they have the greatest impact. Gwilliam

(2020) further highlighted the importance of M&E in evaluating the effectiveness of transport

policies, noting its role in guiding decisions that foster economic development. The evidence

suggests that incorporating systematic monitoring and evaluation mechanisms into strategic

planning is essential for improving both operational efficiency and long-term impact.

M&E has proven effective across various sectors and geographic contexts, from education to

international development. Hargreaves (2020) demonstrated that schools that employed

comprehensive M&E practices achieved significant improvements in student outcomes, making

M&E an essential tool for educational success. Similarly, Gwilliam (2020) found that countries

with well-established M&E frameworks in the transport sector made better decisions, allocating

resources more effectively, which contributed to enhanced infrastructure development. In

international development, McDonald and Rouse (2021) noted that organizations with strong

M&E systems were more successful in achieving their objectives and more accountable to

funders, which helped improve stakeholder confidence. Additionally, studies by Pritchett et al.

(2019) and Sanderson (2021) found that effective M&E in humanitarian programs boosted

responsiveness and the overall impact of aid delivery. In Kenya, M&E plays a vital role in

enhancing project performance, particularly in sectors such as transport, agriculture, and health.

Onyango (2020) found that integrating M&E systems into agricultural development projects

improved outcomes and resource utilization, while Muli (2020) demonstrated that M&E is

19
crucial for enhancing service delivery and operational efficiency in Kenya Railways. Despite

these successes, challenges such as resource constraints, insufficient skilled personnel, and

inadequate data systems persist, underscoring the need for a culture of learning, capacity

building, and technological advancements like Geographic Information Systems (GIS) to

improve decision-making and M&E effectiveness (Kusek & Rist, 2019; Lepage, 2020).

2.3.4 Adaptability and Organizational Performance

In the global, regional, and local contexts, adaptability has become a crucial competency for both

individuals and organizations navigating the complexities of modern environments. Defined as

the ability to adjust effectively to changing circumstances, adaptability is vital for fostering

resilience, innovation, and overall performance (Sullivan & Pincus, 2019). The significance of

adaptability transcends various sectors, including transport, education, healthcare, and business,

underscoring its integral role in organizational success (Yoon, 2020). The importance of

adaptability is particularly evident in its impact on organizational resilience during crises. Yoon

et al. (2020) revealed that organizations with strong adaptive capabilities significantly

outperformed their peers during economic downturns, allowing them to capitalize on emerging

opportunities. Similarly, Tabb (2020) conducted a study in East Africa, which indicated that

businesses that implemented adaptable strategies were better positioned to navigate disruptions

caused by the COVID-19 pandemic. In Kenya, Wamicha (2021) highlighted how adaptable

approaches in agricultural practices improved farmers' resilience to climate change, showcasing

adaptability as a critical factor in enhancing sustainability and productivity. These examples

emphasize how adaptability contributes not only to organizational success but also to long-term

sustainability in an increasingly volatile and uncertain world.

20
Several key components contribute to fostering adaptability within organizations. Flexibility is

often identified as a foundational aspect, enabling organizations to modify their strategies in

response to evolving conditions (Heitzmann & Kutz, 2020). Open-mindedness is another

essential element, fostering a culture that embraces diverse perspectives and innovative ideas,

which is crucial for driving adaptability (Glover et al., 2022). Research by Bhamra (2019)

underscores the importance of resilience, a key component that empowers organizations to

recover from setbacks effectively. Additionally, effective communication plays a vital role in

enhancing adaptability by ensuring that all stakeholders are aligned and informed during periods

of change (Davis & Toh, 2021). However, despite its numerous benefits, several challenges

hinder the effective implementation of adaptability within organizations (Muli et al., 2021).

Resistance to change remains a significant barrier, as individuals often fear the uncertainties

associated with new processes or strategies (Bessant & Tsekouras, 2020). Resource constraints,

particularly in developing regions, can impede adaptive efforts; for instance, Niemann (2021)

found that many Kenyan SMEs struggle with limited resources, hindering their ability to

implement adaptive strategies. Moreover, inadequate training programs may leave employees ill-

equipped to adjust to new demands (Zhou & George, 2022), while cultural barriers that

discourage risk-taking further complicate the cultivation of an adaptive environment (Mäkelä,

2023). Addressing these challenges is essential for organizations to enhance their adaptability

and effectively respond to the dynamic demands of their environments.

2.3.5 Employee Involvement, Strategy Implementation and Organizational Performance

Employee involvement plays a critical role in enhancing organizational outcomes by fostering

ownership, engagement, and accountability. Research by Appelbaum, Degbe, MacDonald, and

Nguyen-Quang (2020) indicates that organizations encouraging employee participation in

21
decision-making experience improved strategic alignment and operational outcomes. This

involvement instills a sense of ownership over organizational goals, motivating employees to

contribute proactively to strategic initiatives. Gollan (2021) adds that participatory practices

improve individual motivation and promote organizational cohesion, as employees feel more

connected to the company’s vision. Similarly, Locke and Latham’s (2019) findings affirm that

participative goal-setting fosters greater commitment and enhances performance, particularly

when employees are directly involved in shaping strategies that affect their work.

The integration of employee involvement into strategy implementation significantly bolsters

organizational performance, particularly in dynamic and competitive environments. Noble and

Mokwa (2021) emphasize that engaging employees during both the strategy formulation and

execution phases leads to improved performance metrics such as profitability and customer

satisfaction. Tools like the Balanced Scorecard, as demonstrated by Kaplan and Norton (2020),

align individual roles and departmental objectives with broader strategic goals, enhancing

accountability and clarity. Gupta and Govindarajan (2021) highlight that participatory leadership

improves operational efficiency and innovation by empowering employees to contribute to

decision-making processes. This empowerment fosters organizational agility and resilience,

enabling firms to adapt to changing market conditions effectively. Furthermore, Wang and

Ahmed (2020) demonstrate the importance of relational capabilities developed through employee

involvement in driving innovation and adaptability in fast-paced industries.

2.4 Summary of Knowledge Gap

In examining the existing literature on strategy implementation and organizational performance,

several knowledge gaps are apparent. While numerous studies highlight the significance of

effective strategy execution for enhancing performance, there is a lack of comprehensive

22
frameworks that integrate various factors influencing this relationship. Much of the existing

research tends to focus on specific industries or geographical regions, which may limit the

applicability of findings across different contexts. The predominant reliance on qualitative

methodologies also raises concerns about the robustness and generalizability of results, as many

studies have not employed quantitative measures to substantiate their claims. This

methodological limitation points to the necessity for research that combines both qualitative

and quantitative approaches to provide a more complete picture of how strategy implementation

affects organizational performance. Although some studies have been conducted in the Kenyan

context, there remains a significant gap in research specifically addressing the relationship

between strategy implementation and organizational performance within the airline catering

sector.

Table 2.1 Research Gaps

Author Tittle Methods Findings Gaps

Ahearne, M., Transforming Qualitative Effective Contextual Gap: The

Lam, S. S. K., Strategic Plans interviews execution of study was conducted
& Krauss, S. into Action: and case strategic plans across diverse
(2021) The Role of studies significantly industries while the
Effective correlates with current study will focus
Strategy improved specifically on the
Implementation organizational Kenyan context in the
performance, railway industry.
emphasizing the
translation of
plans into action Methodological Gap:
The qualitative
approach may not
capture quantitative
data on performance
metrics, while the
current study will

23
 utilize a cross-sectional
approach for more
comprehensive
quantitative insights

Bhuvaneswari, "Impact of Global Organizations Contextual Gap: The

M., Strategy quantitative with robust global perspective does
Neelameghan, Implementation analysis strategy not capture specific
A., & on implementation challenges faced by
Subramaniam, Performance practices organizations in Kenya,
A. (2020) Metrics in experience which will be
Organizations significant addressed in the current
improvements in study.
performance
metrics Methodological Gap:
The study's broad focus
may overlook industry-
specific factors and
characteristics.

The current study will

target a specific sector,
that is; the railway
sector, for deeper
quantitative insights.

Marwa, S., & "Exploring the Survey- There is a Contextual Gap: The
Rukundo, H. Impact of based positive study focused on SMEs
(2020) Strategy quantitative correlation in Tanzania; the current
Implementation analysis in between effective study will address a
on SMEs strategy larger industry in
Organizational implementation Kenya for comparative
Performance in and improved analysis.
SMEs" performance
metrics in small Methodological Gap –
and medium The study's sample size
enterprises may limit
generalizability. The
The study current study will
highlighted that increase sample size
SMEs with clear and focus on
communication quantitative

24
 channels among performance measures
staff experienced across the selected
greater success in industry
implementing
strategies

Kamau, C. K., "The Effect of Quantitative Effective Contextual Gap: The

& Muathe, S. Strategic analysis of strategic focus is specifically on
M. (2020) Leadership on leadership leadership is public universities,
Strategy and strategy crucial for whereas the current
Implementation successful study will explore
in Public strategy strategy
Universities in implementation, implementation and
Kenya" positively performance in a larger
impacting sector to enhance the
performance view regarding
organizational
The research performance
indicated that
leadership Methodological Gap:
training programs The reliance on
significantly leadership self-
enhance strategic assessments may skew
leadership results; the current
capabilities study will utilize a
among university broader quantitative
administrators approach with external
performance
evaluations.

Simiyu, J. M. "Strategy Quantitative Leadership, Contextual Gap: The

(2023) Implementation analysis of organizational study focused only on
and performance culture, and the healthcare sector
Organizational metrics employee while the current study
Performance: engagement are will explore the large
A Case Study vital for railway industry for
of National achieving comprehensive
Hospital strategic goals findings.
Insurance Fund and enhancing
in Kenya" performance Methodological Gap:
metrics The quantitative
analysis may not

25
 capture qualitative
factors; the current
study will exclusively
focus on quantitative
performance metrics

2.5 Research Framework

The conceptual framework in this study is designed to demonstrate the interrelationships

between key variables. The key drivers for strategy implementation and organizational

performance within the railway industry in Kenya include: Leadership Commitment, Resource

Allocation and Adaptability, thus, the four constitute the independent variables. The dependent

variable of the study is Organizational Performance, and the moderating variable is employee

involvement. The conceptual framework for the study is shown in figure 2.1.

26
 Dependent Variable
Independent Variables

Leadership Commitment
 Commitment to
organizational goals
 Leadership Support
 Accountability

Resources Allocation
 Budgeting Organizational
 Personnel Performance
 Infrastructure  Revenue
Growth,
 Employee
Productivity
Monitoring and Evaluation  Customer
 Baseline Surveys Satisfaction
 Data Analysis Ratings
 Timelines

Adaptability
 Flexibility
 Resilience
 Responsiveness

Employee Involvement
 Contribution to Strategy
Development
 Involvement in Decision
Making
 Engagement in Performance
Reviews
Moderating Variable

Figure 2.1 Conceptual Framework

27
2.6 Study Hypotheses
The study will be guided by the following hypotheses;
H01: Leadership commitment does not have a significant positive influence on organizational

performance in the Railway Industry, In Kenya.

H02: Resources allocation does not have a significant positive influence on organizational

performance in the Railway Industry, In Kenya.

H03: There is no significant positive influence of monitoring and evaluation on organizational

performance in the Railway Industry, In Kenya.

H04: There is no significant positive influence of adaptability on organizational performance in

the Railway Industry, In Kenya.

H05: There is no significant positive influence of employee involvement on the relationship

organization
between strategy implementation and in the Railway Industry, in Kenya.

2.7 Operationalization of Study Variables

Table 2.2: Operationalization of Study Variables

Variable Construct Definition Indicators Measurement Supporting

Literature

Leadership Strategic The extent Commitment Questionnaire: Arendt,

Commitment Vision and to which to Weller, &
Engagement leaders organizational Five point Schmal
communica goals Likert Scale (2022); Buil,
te and questions Catalán, &
demonstrat Leadership 1=Strongly Zúñiga-
e Support Vicente
Disagree
commitme Accountability (2020)
nt to 2=Disagree
strategic
3=Neutral
goals

28
 4=Agree

5=Strongly
Agree

Resources Optimal Use The Budgeting Questionnaire: Anis &

Allocation of Financial effective Rahman
and Human distribution Five point (2021);
Resources and Likert Scale Wainaina,
Personnel questions
manageme Karanja, &
nt of 1=Strongly Ndung'u
resources Disagree (2022)
Infrastructure
2=Disagree

3=Neutral

4=Agree

5=Strongly
Agree

Performance The Questionnaire:

Monitoring Baseline Moradi &
Tracking systematic
and Evaluation Surveys Five point Zare (2019);
Systems assessment
Likert Scale Palumbo &
of strategy Analysis
questions Gengatharen
implementa Timelines (2020)
tion 1=Strongly
processes Disagree
to measure
progress 2=Disagree
against
3=Neutral
goals
4=Agree

5=Strongly
Agree

Adaptability Organization The ability Flexibility Questionnaire: Geng (2021);

al Flexibility of an Mburu &
organizatio Five point Muturi (2020)
n to adjust Resilience Likert Scale
strategies questions

29
 and 1=Strongly
operations Disagree
in response Responsivene
to external ss 2=Disagree
changes 3=Neutral
and
internal 4=Agree
dynamics
5=Strongly
Agree

Employee Employees’ The extent Participation Likert scale (1 Lawler

Involvement Level of to which in decision- = Strongly (2022);
Participation employees making Disagree to 5 = Cotton et al.
are actively Strongly (2019);
engaged in Contribution Agree) for Marchington
decision- to strategy each indicator & Wilkinson
making, development (2021)
strategy
formulation
and Involvement
implementa in decision
tion making
processes
within the
organizatio Engagement
n in
performance
reviews

Organizational Overall The degree Revenue Questionnaire: Bhuvaneswari

Performance Effectiveness to which an growth ,
and organizatio Five point Neelameghan,
Efficiency n achieves Likert Scale &
its strategic questions Subramaniam
Employee
objectives Productivity 1=Strongly (2020);
Disagree Karanja &
Ngari (2020)
2=Disagree
Customer
satisfaction 3=Neutral
ratings

30
 4=Agree

5=Strongly
Agree

2.8 Chapter Summary

This literature review has explored the critical relationship between strategy implementation and

organizational performance, emphasizing that effective execution is essential for achieving

competitive advantage. Scholars such as Ahearne, Lam, and Krauss (2021) highlight the

importance of translating strategic plans into actionable initiatives, indicating that organizations

adept at execution significantly outperform their peers. The chapter explores Key drivers

influencing successful strategy implementation, which include: leadership commitment, resource

allocation, adaptability, and monitoring and evaluation systems. The literature also reveals gaps,

particularly regarding the contextual issues related to strategy implementation in the railway

industry, warranting further empirical exploration. Further, the chapter presents

operationalization of variables, conceptual framework and empirical literature relating to key

themes. This chapter synthesizes insights from various studies to highlight the

interconnectedness of leadership, resource management, adaptability, and performance metrics

within the broader framework of strategy implementation, laying the groundwork for future

research aimed at refining practices tailored to specific organizational contexts.

CHAPTER THREE

RESEARCH METHODOLOGY
3.1 Introduction

Research methodology entails approaches and techniques laid down for conducting research. It

presents a theoretical analysis of methods, principles and procedures to be followed in the study

31
in bringing out expected findings (Aguinis, 2023). This chapter covers the procedures that will

be followed when carrying out this study. The sections presented include the research design,

target population, sample size and sampling procedure, data collection instruments and

procedures, validity and reliability of research instruments and data analysis techniques.

3.2 Research Philosophy

The positivism philosophy will be adopted in this study. Research philosophy is conceptualized

as a worldview, offering a broad outlook and a means of simplifying the intricacies of the real

world (Al-Ababneh, 2020). It encompasses a set of assumptions guiding specific research

methodologies and reflects a conviction about how data pertaining to a phenomenon should be

collected, analyzed, and utilized. Within the framework of positivism philosophy, the emphasis

lies on the belief that only "real knowledge gained through observation (the senses), including

measurement, is reliable." In positivist studies, the researcher's role is confined to the objective

collection and interpretation of data (Creswell & Poth, 2021; Al-Ababneh (2020). Positivism

aligns with the empiricist viewpoint, asserting that knowledge is derived from human experience

and adopts an atomistic, ontological stance, viewing the world as composed of distinct,

observable elements and events interacting in a visible, determined, and regular manner

(Creswell & Poth, 2021).

3.3 Research Design

Research design entails the arrangement of conditions needed for collection of data and analysis.

Mertens (2020) notes that research design deals with the decision regarding techniques used to

collect data, sampling strategies and tools as well as how time and cost constraints are dealt with

in the research process. This study will adopt the descriptive cross-sectional survey research

design. Cooper (2020) asserts that descriptive survey research design helps to obtain data for

32
determination of specific characteristics of a group. It involves collecting data from a large group

of individuals either by mail, by telephone or in person. Descriptive cross-sectional survey has

the potential to provide a lot of information from quite a large sample of individuals or items

(Mertens, 2020).

3.4 Target Population of the Study

A population is defined as a specific set of individuals, elements, or events that are the focus of a

research investigation (Flick, 2020). In this study, the target population comprises employees

working at Kenya Railways Corporation across various departments critical to strategy

execution. This includes individuals involved in operations, management, and support functions,

as each group significantly influences the implementation of strategic initiatives designed to

enhance organizational performance. This selection is crucial because these employees possess

firsthand experiences related to the strategic processes within the organization. Their

perspectives are essential for assessing the effectiveness and impact of the strategies on key

performance indicators, such as operational efficiency, customer satisfaction, and overall

financial performance.

According to the records presented on the Kenya Railways Corporation Website, there are

approximately 540 employees distributed across several key departments. The total targeted

population is as presented in the table below;

Table 3.1 Population

Population Characteristic Number of Individuals

Management Personnel 58

Operational Staff 317

Administrative Support 29

33
 Customer Service Representatives 41

Maintenance Crew 73

Safety and Compliance Officers 22

Total 540

From the table above, the total target population will be 540 respondents.

3.5 Sample Design and Technique

3.5.1 Sample Size
To determine the sample size, Yamane formulae will be adopted. It was formulated by Taro

Yamane in 1967. The Yamane formula is used to calculate sample size for a study when you

have a finite population. It is expressed as:

The calculation of sample size is presented as follows’

Assuming a 5% margin of error:

n= N
1+N (e)2
Where;
n= Sample Size
N= Target Population
e= Error Margin
Therefore;
n= 540
1+540 (0.05)2 = 230

The sample size of the study will be 230 respondents

3.5.2 Sampling Technique

To ensure representative sampling across the three counties, a stratified random sampling

approach will be applied. Stratified random sampling will ensure each division is proportionally

represented.

34
Following the Stratified random sampling, the sample size will be tabulated as in the table

below;

Table 3.2: Study Population

Population Characteristic Population Sample Size

Management Personnel 58 25

Operational Staff 317 135

Administrative Support 29 12

Customer Service Representatives 41 17

Maintenance Crew 73 31

Safety and Compliance Officers 22 10

Total 540 230

3.6 Data Collection Methods

Data Collection Instruments are the tools considered appropriate and used by researchers to

actually collect data in the research process (Ranjit, 2022).

3.6.1 Questionnaire

The main tool of data collection for this study will be questionnaires, and the data to be collected

will be primary in nature. Robinson (2021) considers a questionnaire as a formal set of questions

or statements designed to gather information from respondents that accomplish research

objectives. Questionnaires are resourceful data collection instruments, which enable the

researcher to measure the variables of concern (Bryman & Bell, 2022). This is informed by the

simplicity of its administration, scoring of items as well as their ease of use in the data analysis

process. The questionnaire will consist of items applying the Likert scale with the responses

35
being ranged on a scale, for instance a scale of 1-5 from Strongly Agree, Agree, Neutral,

Disagree and Strongly Disagree respectively.

3.6.2 Piloting

A pilot test is necessary to ensure a test on the validity of a study is done. A pilot test will be

conducted using questionnaires administered to a few of the selected respondents, who will

constitute only 10% of the sample size, meaning 23 respondents. Pilot data will be collected

from 23 randomly selected top management employees from the railway station in Ruiru,

Kiambu County. The pilot test will be undertaken to pretest the data collection instrument for

validity and reliability. It is necessary for testing the reliability of data collection instruments,

hence, will be conducted to aid in detecting the weakness in design and instrumentation, and to

provide accurate data for selection of a sample.

3.7 Data Collection Procedures

Data collection will commence after the approval of the research proposal by Strathmore

University. Following this, the researcher will apply for a research permit from the National

Commission for Science, Technology, and Innovation (NACOSTI), as required for conducting

research in Kenya. Once the NACOSTI permit is issued, the researcher will proceed with the

data collection process, ensuring compliance with all institutional and national research

guidelines. Using the authorization letter from Strathmore University and the NACOSTI permit,

the researcher will seek permission from the management of the Kenya Railways Corporation.

After obtaining management’s consent, the researcher will visit the identified respondents to

collect the necessary information. To facilitate efficient and timely data collection, a research

assistant will be engaged to assist with the process.

36
Before the data collection begins, the research assistant will undergo comprehensive training.

The training will cover an understanding of the research instruments, the purpose of the study,

and adherence to research ethics as stipulated by NACOSTI guidelines. This preparation ensures

that the assistant is well-equipped to support the data collection process while maintaining high

standards of professionalism. The researcher and the assistant will administer the questionnaires

to the respondents in a face-to-face setting. This approach will allow them to explain the study's

purpose, clarify any ambiguities, and highlight the relevance of the information being collected.

To provide respondents with ample time to reflect and complete the questionnaires comfortably,

they will be allowed to keep the forms for one week. This flexibility aims to ensure thoughtful

and accurate responses. After the one-week period, the researcher and the assistant will collect

the completed questionnaires. The collected data will then be prepared for analysis, paving the

way for the study's subsequent phases.

3.8 Research Quality

Research quality reflects the overall integrity, dependability, and accuracy of a study, directly

impacting its value in advancing knowledge within a given field. Achieving high research quality

involves adherence to several fundamental principles, among the most important principles being

the reliability and validity of the research instrument (Babbie, 2020). This section presents how

the reliability and validity tests will be carried out in this study.

3.8.1 Reliability

From the data collected through piloting, reliability analysis in this study will be conducted.

Reliability is important, as it will enable the researcher in measuring the internal consistency by

establishing if the questionnaire items within a scale measure the same construct, and whether

the data gathered on each variable will have significance on the dependent variable. The extent to

37
which results are consistent over time and an accurate representation of the total population

under study is referred to as reliability, and if the results of a study can be reproduced under a

similar methodology, then the research instrument is considered reliable (Cresswell, 2024). To

measure the reliability of the data to be gathered, Cronbach’s alpha will be applied. Cronbach’s

alpha is a coefficient of internal consistency. Tashakkori & Teddlie (2020) have indicated a

value of 0.7 to be an acceptable reliability coefficient but lower thresholds are sometimes used in

literature. Therefore, Cronbach’s alpha value that will be obtained will provide an analysis of

the reliability level of the research instrument, of which an appropriate value must be 0.7 and

above.

3.8.2 Validity

Validity will be used in the study to measure the accurateness and meaningfulness of

suppositions, which are derived from the research outcomes. The study will adopt content

validity. The content validity will help the researcher to demonstrate the extent to which the

selected measuring instrument, that is, the questionnaire provides adequate coverage of the topic

under study. To ensure content validity, the supervisors will review the instruments enabling the

content to address the purpose and avoid ambiguity. This will ensure that all respondents

understand the contents of the semi-structured questionnaire. Response options will be provided

for some of the questions to ensure that the answers given are in line with the research questions

that they are meant to measure.

3.9 Data Analysis

Data analysis procedure will involve packaging the collected information, putting it in order and

structuring its main components in a way that the findings can be easily and effectively

communicated (Denscombe, 2020). This study will use descriptive and inferential statistics in

38
carrying out the analysis of the collected data. After the collection of the completed

questionnaires, reviewing of completeness and consistency will be done in order to eliminate

incomplete and unfilled ones. Quantitative data generated from the close-ended questions and

Likert Scale questions will be coded and entered into the Statistical Package for Social Scientists

(SPSS) Version 22.0 and analyzed using descriptive statistics. Babbie (2020) states that

descriptive statistics should be used to describe data collected from a unit or sample.

Percentages, standard deviation, mean and median are the common parameters used in

descriptive statistics, most of which will be applied in this study. The analysis will be carried out

by tallying up the responses that will be received and computation of the percentages of

variations in response. This will help in describing and interpreting the coded data in relation to

the study objectives and assumptions. The study will also carry out inferential statistics.

Statistical tests of the relationship between the variables will be carried out using various tests.

The tests will include autocorrelation and Regression analysis.

This study’s multiple linear regression analysis will be carried out for both the independent and

the dependent variable as follows;

Y= β0+ β1X1+ β2X2+ β3X3+ β4X4+ ε, where,

Y= Organizational Performance

β0= Intercept

X1= leadership Commitment

X2= Resource Allocation

X3=Monitoring and Evaluation

X4=Adaptability

β1, β2, β3, and β4 are the coefficients of the regression

39
α is an error term normally distributed about a mean of 0 and for computation, the α is assumed

to be 0.

3.10 Ethical Considerations

The study will uphold ethical standards by ensuring that respondents are respected throughout

the research process. Participation will be entirely voluntary, allowing individuals the freedom to

decide whether to take part in the study. This approach is essential for obtaining accurate and

reliable data needed to address the identified research gap. Participants will be fully informed of

both the potential positive and negative aspects of their involvement, enabling them to make an

informed decision. Additionally, while seeking consent, the researcher will provide clear

explanations regarding the purpose and importance of the research in the selected field. To

comply with ethical research practices and uphold the standards set by the National Commission

for Science, Technology, and Innovation (NACOSTI), the researcher will ensure that data

collection and analysis maintain the highest level of integrity. No irrelevant, imaginary, or

fictitious data will be introduced into the analysis process. Furthermore, the researcher will

refrain from using data from previous studies, ensuring that the findings of this research are

original, accurate, and reflective of the current study context. By adhering to these principles and

NACOSTI guidelines, the researcher aims to produce credible and ethically sound research

outcomes.

3.11 Chapter Summary

Chapter three outlines the research methodology employed to explore the relationship between

strategy implementation and organizational performance in Kenya's railway industry. The

chapter begins with a description of the research design, emphasizing a quantitative approach

that aligns with the study's objectives. It identifies the target population as consisting of various

40
staff categories within the railway organization, such as management personnel, operational

staff, and safety compliance officers. A stratified random sampling technique is employed to

ensure representation from different roles, enhancing the reliability of the findings. To determine

the appropriate sample size, Yamane's formula is utilized, which is essential for calculating a

statistically significant sample from a finite population. Data collection is primarily conducted

through structured questionnaires designed to capture key variables, including leadership

commitment, resource allocation, and adaptability in strategy implementation. The chapter also

addresses research quality by discussing measures taken to ensure reliability and validity, as well

as outlining the ethical considerations involved in the research process. Therefore, the chapter

provides a comprehensive framework for understanding how strategy implementation influences

organizational performance, setting the stage for data analysis and interpretation in subsequent

chapters.

41
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APPENDICES
Appendix I: Consent Form
Title of Study: Strategy Implementation and Organizational Performance in the Railway
Industry in Kenya.
Researcher: Ondimu steve
Strathmore University

Purpose of the Study: This study’s purpose is to determine the influence of strategy
implementation on organizational performance within the railway industry in Kenya. The study’s
specific focus is on how leadership commitment, resource allocation, monitoring and evaluation
and adaptability influence organizational performance within the railway industry in Kenya.

Study Procedure: If you give your consent to participate in this study, you will be requested to
respond to all the listed questions in the questionnaire. The questionnaire consists of Likert scale
questions that focus on strategy implementation on organizational performance. The
questionnaire should take about 20 minutes to complete.
Confidentiality: The information you provide will solely be utilized to analyze data relating to
the study’s objectives. The findings of the study shall solely be used for academic research
purposes and to enhance knowledge in the field of strategic management. The information you
provide will be kept in utmost confidentiality. Your personal information and identity data will
not be included in the study’s reports or publications.

Consent Statement:
By signing below, I acknowledge that:
My participation in this research is entirely voluntary.
I am aware that my answers will be kept private and that I am free to stop participating in
the research whenever I choose.
Participant's Signature: __________________________
Date: _________________________________________

If you have any further questions, feel free to contact the researcher
Thank you for your cooperation

49
Appendix I1: Research Questionnaire

You are kindly requested to participate in the questionnaire below and provide your responses in

the questions displayed. Kindly tick in the boxes provided after reading and understanding the

question. The questionnaire will take approximately 25 minutes. Please choose one answer for

each question.

1. State your Gender

a) Male [ ]

b) Female [ ]

2. Please specify your highest level of education

a) Diploma [ ]

b) Degree Level [ ]

c) Master Level [ ]

d) Doctoral Level [ ]

3. Please indicate your age bracket

a) Under 30 yrs [ ]
b) 31 to 40 yrs [ ]
c) 41 - 50 yrs [ ]
d) 51-60 yrs [ ]
e) Over 60 years [ ]
4. Please state the length of time you have worked in this organization
a) 1 - 5 yrs [ ]
b) 6 – 10 yrs [ ]
c) 11 – 15 yrs [ ]
d) Over 15 yrs. [ ]

50
Part B: Leadership Commitment and Organizational Performance
5. The following statement relates to the influence of leadership commitment on organizational

performance. Please indicate your agreement with each statement as applicable in your

organization. Use a scale of 1 to 5, where (1 - strongly disagree, 2 -disagree, 3- not sure, 4 -

agree and 5- strongly agree).

Statement Strongly Agree Neutral Disagree Strongly

Agree Disagree

1. The leadership team has a

clear commitment to
achieving the organization’s
strategic goals
2. Leaders consistently
communicate organizational
goals and their importance to
staff members
3. Leaders actively engage in
aligning team activities with
the organization's objectives
4. Leaders provide resources and
support to help employees
fulfill their roles effectively
5. The leadership team regularly
connects with employees to
understand their needs and
provide support
6. Leaders encourage and support
initiatives that contribute to
organizational improvement
7. Leaders hold themselves
accountable for the outcomes
of their decisions and actions
8. Clear accountability measures
are applied to all levels of
leadership in the organization
9. Leaders regularly review their
performance to ensure
alignment with organizational
goals

51
Part C: Resources Allocation and Organizational Performance
6. The following statement relates to resource allocation and its influence on organizational

performance. Please indicate your level of agreement with each statement as applicable in your

organization. Use a scale of 1 to 5, where (1 - strongly disagree, 2 -disagree, 3- not sure, 4 -agree

and 5- strongly agree).

Statement Strongly Agree Neutral Disagree Strongly

Agree Disagree

1. Adequate financial resources

are allocated to support key
organizational activities and
projects
2. Budget planning aligns with
the strategic goals of the
organization to ensure resource
availability
3. The organization adjusts
budgets based on current needs
and project requirements
4. Staffing levels are sufficient to
meet the demands of
organizational goals and
projects
5. Personnel are allocated
effectively to optimize team
performance and meet project
deadlines
6. The organization prioritizes
resource allocation to attract
and retain skilled personnel
7. The organization invests in
infrastructure that supports
efficient operations and project
execution
8. Necessary infrastructure
resources are available to staff,
enabling them to perform
effectively

52
 9. Infrastructure investments are
aligned with long-term
organizational needs and
objectives

Part D: Monitoring and Evaluation and Organizational Performance

7. Please indicate your level of agreement with the following relating to the effect of monitoring
and evaluation on organizational performance, as applicable to your organization. Use a scale of
1 to 5, where (1 - strongly disagree, 2 -disagree, 3- not sure, 4 -agree and 5- strongly agree).

Where 1-Very Great Extent (SA), 2-Great extent (A), 3-Moderate extent (N) 4- Little extent
(D) 5- (SD) Not at all

Statement Very Great Moderat Little Not at

Great extent e extent extent all
Extent

1. The organization establishes

clear baseline measures before
project implementation
2. Baseline data is systematically
collected to gauge initial
performance levels
3. Initial project metrics are used
to set realistic goals and
expectations for outcomes.
4. - Regular analysis of project
data helps identify areas
needing improvement
5. Performance data is reviewed
and analyzed to track progress
towards objectives
6. Analytical results are used to
inform decision-making and
adjust project strategies
7. Monitoring activities are
conducted within pre-
determined timelines to ensure
timely insights

53
 8. Progress is tracked according
to a set schedule, with regular
updates on project milestones
9. Timely evaluations are
conducted to ensure that
project goals are met within the
expected time frame

Part E: Adaptability and Organizational Performance

8. The statements listed below relate to the effect of adaptability on organizational performance.
Please indicate the extent of the agreement with each statement as are applicable to your
organization. Where 1-Very Great Extent (SA), 2-Great extent (A), 3-Moderate extent (N) 4-
Little extent (D) 5- (SD) Not at all

Statement Very Great Moderat Little Not at

Great extent e extent extent all
Extent

1. - The organization encourages

flexibility in approaches to
meet changing demands
2. Employees are supported to
adapt their roles and
responsibilities as needed for
different projects
3. Organizational policies are
reviewed regularly to allow
flexible responses to new
challenges.
4. Staff are trained to handle
setbacks and challenges
without compromising
performance
5. The organization demonstrates
resilience by effectively
managing unexpected issues
6. Systems are in place to support
continuity during unforeseen
circumstances

54
 7. The organization is responsive
to feedback from both internal
and external stakeholders
8. Decision-makers prioritize
timely responses to new
information and industry
developments
9. Changes in organizational
goals are promptly
communicated across all levels
of the organization

Part F: Employee Involvement

The following statements relate to the moderating effect of employee involvement on the
relationship between strategy implementation and organizational performance. Please indicate
your level of agreement as applicable to your organization. Use a scale of 1 to 5, where (1 -
strongly disagree, 2 -disagree, 3- not sure, 4 -agree and 5- strongly agree).

Statement Very Great Moderat Little Not at

Great extent e extent extent all
Extent

1. Employees are actively

involved in strategy
formulation and decision-
making processes
2. Employee feedback is
regularly sought and
incorporated into strategy
implementation.
3. Employee involvement
enhances the success of
organizational performance
outcomes
4. Employee participation
improves communication and
alignment with organizational
goals
5. Involvement of employees in
strategic initiatives motivates

55
 them to perform better.
6. Employees feel a sense of
ownership and accountability
when involved in strategic
decisions
7. Inclusion of employee
perspectives leads to more
effective and practical strategy
implementation
8. Employees are involved in
strategic discussions, which
improves communication and
reduces resistance to change
9. There is regular consultation
with employees, which ensures
better alignment of strategies
with organizational needs

Part G: Organizational Performance

9. Please indicate your level of agreement with the following statements relating organizational
performance, as applicable to your organization. Use a scale of 1 to 5, where (1 - strongly
disagree, 2 -disagree, 3- not sure, 4 -agree and 5- strongly agree).

Where 1-Very Great Extent (SA), 2-Great extent (A), 3-Moderate extent (N) 4- Little extent
(D) 5- (SD) Not at all

Statement Very Great Moderat Little Not at

Great extent e extent extent all
Extent

1. Revenue has consistently

increased over the last three
quarters
2. Strategic initiatives in the
company have positively
impacted revenue growth
3. Expansion into new markets
has contributed to the
organization’s revenue growth

56
4. Productivity levels align with
organizational targets and
goals
5. Continuous training programs
enhance employee productivity
across departments
6. - Employee efficiency is
regularly reviewed to maintain
high performance levels
7. The organization actively
collects customer feedback to
improve service delivery
8. - High customer satisfaction
ratings are achieved by
addressing client concerns
promptly
9. Customer satisfaction ratings
reflect the quality of products
and services offered

THANK YOU FOR YOUR COOPERATION

57
Appendix III: Budget
Cost (Items) Cost
(Kenya Shillings)

Proposal Development: Printing And Stationery 5000

Data Collection 10,000
i) Administrative Assistant Fees 5000
ii) Stationery and Printing + Internet
iii) Transport Expenses 5000
iv) Telephone Expenses 5000
Data Analysis and Report Compilation: 8000
(ii)

Miscellaneous 3000
TOTAL BUDGET 41,000

58