STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE: A STUDY OF CATHOLIC SOCIAL SERVICES BASED IN THE CATHOLIC ARCHDIOCESE OF NAIROBI, KENYA

Abstract

This research examined the role of strategic management practices (SMPs) in enhancing performance in Catholic Social Services (CSSs) in the Archdiocese of Nairobi. The specific objectives were to: assess project planning, community participation, institutional capacity, and source of funds on the performance of CSSs. Stakeholder theory, resource dependence theory, dynamic capabilities view, strategic fit theory, and the balanced scorecard model were adapted to this research. A correlational research design was used to target a population of 75 CSSs and the corresponding 75 project managers were recruited into the sample size using the census method. A structured questionnaire deemed valid and reliable was administered. The findings indicated that all four (4) SMPs explained 96.5% of the variation in CSSs performance. The results showed that sources of funds, community participation, project planning, and institutional capacity respectively have a positive effect on the performance of CSSs. The study recommends that CSS adopt continuous stakeholder management analysis to gather support from the community, governments, and other development actors and this will contribute to better performance of projects.