STRATEGIC MANAGEMENT MODELS AND PERFORMANCE OF NON- GOVERNMENTAL ORGANIZATIONS IN NAIROBI CITY COUNTY, KENYA

Abstract

Non-Governmental Organizations (NGOs) play a critical role in promoting social welfare and development in Kenya; however, many struggle to achieve sustainable performance due to weak strategic management practices, resource constraints, and inconsistent governance systems. This study sought to examine the influence of strategic management models on the performance of NGOs in Nairobi City County, Kenya. The specific objectives were to determine the effect of strategy formulation, and strategy implementation on the performance of NGOs. The study was guided by Ansoff’s Strategic Success Theory, and Stakeholder Theory. It adopted a positivist research philosophy and employed a descriptive research design. The target population comprised 400 directors and project managers from registered NGOs in Nairobi City County, from which a sample of 200 respondents was selected using proportionate stratified random sampling. Primary data were collected through structured questionnaires that included both closed and open-ended items. A pilot study was conducted to test the validity and reliability of the research instrument before the main data collection. Quantitative data were analyzed using descriptive statistics, correlation, and multiple regression analysis, and the results were presented in tables and narrative explanations. The study established that strategy formulation and strategy implementation Specifically, strategy formulation emerged as the strongest predictor of performance, followed closely by strategy implementation. The findings indicated that NGOs that institutionalize structured, participatory, and evidence-based strategic management models achieve greater operational efficiency, accountability, and sustainability. The study concluded that strategic management practices collectively enhance performance by aligning organizational resources, improving decision-making, and promoting adaptability in dynamic operating environments. It was recommended that NGOs strengthen inclusive goal-setting frameworks, institutionalize participatory and data-driven strategy formulation, enhance leadership capacity for effective implementation, into their strategic management processes. The study contributes to the growing body of knowledge on strategic management in the non-profit sector and provides a practical framework for improving organizational performance and sustainability among NGOs in Kenya.

Key Words: Strategic Management Models, Performance of NGOs, Nairobi City County, Strategy Formulation, Strategy Implementation