Strategic Planning Process Intensity and Formality Impact on the Performance of Accredited Universities in Kenya

Christine A. Kabui, Vincent N. Machuki, John K. Yabs and James M. Njihia

International Journal of Business and Management, 2018, vol. 13, issue 9, 153

Abstract: This study sought to investigate if the strategic planning process has significant influence on the performance of accredited universities in Kenya. Beyond the strategic plan document, the intensity and formality with which the process of strategic planning is carried out, its extensiveness and inclusiveness, is a concern for organizations in the twenty first century. Performance of accredited universities is conceptualized into growth and ranking as guided by the world standard for performance of tertiary institutions. The study is anchored on the institutional theory and contingency theory and it is founded on the positivist philosophical orientation as it is based on theory. Further, it adopts a descriptive cross sectional survey design. The population of interest were all accredited universities in Kenya as at November 2016. The findings indicate a statistically significant direct relationship between strategic planning process and growth (F=2.605, p=0.047 and R2=.303) and with ranking (F=1.995, p=0.033 and R2=0.218). Engaging university stakeholders in the strategic planning process and focusing the energies of members on the seven key variables of the strategic planning process should be encouraged and enhanced since it has a positive effect on university performance. The formality of the strategic planning process has a negative effect on university performance hence there is need to balance formality with allowing room for creativity to avoid missing out on innovative approaches from university members. Further research into other industries with different performance measures and the use of longitudinal design are recommended as possible areas for further research to enhance generalization of current study findings.

Date: 2018
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