Effect of Organizational Learning on Strategy Implementation: A Case of International Rescue Committee (IRC) - Kenya

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dc.contributor.authorOtieno, Samora
dc.date.accessioned2020-10-12T11:11:48Z
dc.date.available2020-10-12T11:11:48Z
dc.date.issued2011-04-01
dc.descriptionMaster of Business Administration In Strategic Managementen_US
dc.description.abstractNon Governmental Organizations (NGOs) spend a lot of resources including money and time developing strategic plans. Unfortunately, only about 10% of strategic plans are successfully implemented. Every organization, whether public or private, is unique in the way it interacts with its environment and no one strategy will fit the circumstances of all organizations. Strategic management theories however suggest that incorporating organizational learning into the strategic plan is vital for successful implementation of the strategic plans. They argue that it allows the organizations to adjust appropriately and in a timely manner to changes in their operating environment. This study sought to analyze the role of organizational learning systems in the successful implementation of the IRC 2008/10 Country Program Strategic Plan (CPSP). The study had four objectives: to analyze the implementation process of the IRC CPSP; to identify organizational learning systems put in place by the CPSP; to determine the impact of the said systems; and, to identify challenges faced by the IRC in the implementation process of the 2008/10 CPSP. The study targeted employees of the IRC and representatives of partner organizations who had participated either in the formulation or implementation of the 2008/10 CPSP. A total of 33 IRC employees and 4 representatives of partner organizations met the criteria and were all targeted by the study. Data was collected through interviews, self-administered questionnaires and review of documents. In general, 65% of those targeted by the study agreed to participate. The data was analysed both quantitatively using Epi-Info™ and qualitatively (manually). The study found that organizational learning systems can indeed contribute to the successful implementation of strategic plans. Changes in organizational culture, organizational structure and technology use associated with the IRC 2008/10 CPSP contributed positively to the successful implementation of the strategic plan.en_US
dc.description.sponsorshipDaystar University, School of Business and Economicsen_US
dc.identifier.citationOtieno, S., (2011). Effect of Organizational Learning on Strategy Implementation: A Case of International Rescue Committee (IRC) - Kenya. Daystar University, School of Business and Economics, Nairobi.en_US
dc.identifier.urihttps://repository.daystar.ac.ke/handle/123456789/3300
dc.language.isoenen_US
dc.publisherDaystar University, School of Business and Economics.en_US
dc.subjectOrganizational Learningen_US
dc.subjectStrategy Implementationen_US
dc.subjectInternational Rescue Committeeen_US
dc.subjectIRC - Kenyaen_US
dc.titleEffect of Organizational Learning on Strategy Implementation: A Case of International Rescue Committee (IRC) - Kenyaen_US
dc.typeThesisen_US

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