Influence of Stakeholder Management on Performance of Social Public-Private Partnership Projects in Nairobi: A Case of Ajira Digital Program
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Date
2024-10
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Publisher
Daystar University, School of Business and Economics
Abstract
To satisfy beneficiaries' expectations and alleviate their socioeconomic inequities, social Public-Private Partnership Projects need to do well in terms of reaching project objectives, completing them on time, and using resources prudently. In Kenya, the performance of Ajira Digital Program, an SPPP, is debatable as it struggles to meet its objectives of realizing set job creation targets, coupled with delays in project completion. More so, the project resources are not efficiently utilised. Given that the success of Social PPP projects hinges on effective relationship management between public and private entities, stakeholder management is paramount. However, despite empirical literature showing that effectively managing stakeholders may impact project performance and outcomes, most research reveals contextual, conceptual, and methodological gaps. Therefore, the present research was necessary to address the knowledge vacuum about how stakeholder management methods affect the performance of social projects, even though stakeholder management is crucial to the success of PPP initiatives. This research evaluated the way stakeholder management influenced social public-private partnership (PPP) initiatives' productivity in Nairobi County. The precise goals were to evaluate the stakeholder management techniques employed by Ajira Digital Program in Nairobi, establish performance indicators for the program, and evaluate the impact of stakeholder management on the program's performance. The underlying theories included Participation Approach Theory, Stakeholder Theory, and Corporate Citizenship Theory. The 1707 Ajira Digital Program stakeholders, including youth, employers, development partner representatives, and government representatives, were the study's target population. It used a descriptive research design. Purposively, a sample size of 174 people was drawn from the target population. An unstructured questionnaire with both closed- and open-ended questions was used to gather the data. Thus, both qualitative and quantitative data were used in the study. Pretests for the questionnaire's validity and reliability were conducted applying content validity tests and Cronbach alpha. Narrative analysis was used to examine the qualitative data, while quantitative analysis was used to analyse the quantitative data and provide descriptive statistics. In order to determine the connection between stakeholder management and the social public-private partnership initiatives at Ajira Digital Program, the study also conducted a correlation analysis. The study found that assessing the impact of each stakeholder on the organisation is essential, project performance is high, and stakeholder management has a moderately significant influence on performance. The study found that when government policies is introduced as a control variable, it weakens the overall relationship between stakeholder management and program performance. The study recommends that social public-private partnership projects should; ensure that they adopt an effective stakeholder management practice, sustain and build on their performance by expanding their reach to other counties across Kenya, and ensure that stakeholder management is consistently aligned with project performance objectives.
Description
Master of Business Administration in Project Management
Keywords
Public-Private Partnership Projects
Citation
Mwaniki, L. (2024). Influence of Stakeholder Management on Performance of Social Public-Private Partnership Projects in Nairobi: A Case of Ajira Digital Program. Daystar University, School of Business and Economics