Effect of Strategic Thinking on Performance of Non-Governmental Organizations in Northern Region of Kenya, Kenya

Amoni Ngimoe Thomas (), Dr. Atandi Fred Gichana () and Dr. Emily Okwemba ()

Journal of Business and Strategic Management, 2025, vol. 10, issue 10, 16 - 33

Abstract: Purpose: This study investigates how strategic thinking influences the performance of NGOs in Northern Kenya, with a specific focus on how the dimensions of creativity, analysis, and decision-making significantly enhance NGO effectiveness. Methodology: Employing a mixed-methods approach, data were collected through structured questionnaires from 166 NGO leaders across the region and semi-structured interviews with 15 key informants. Stratified random sampling ensured diverse representation. Quantitative data were analyzed using descriptive statistics, correlation, and regression analyses, while qualitative data underwent thematic analysis. Findings: Results indicate a strong positive relationship between strategic thinking and NGO performance (r = 0.598, p < 0.001), with strategic thinking accounting for 35.8% of performance variance (R² = 0.358). Specifically, creativity and analytical decision-making emerged as critical dimensions. Qualitative insights highlighted the importance of contextual adaptation and cultural sensitivity. Unique Contributions to Theory, Policy and Practice: The findings contribute to strategic leadership theory, emphasizing the need for contextually adaptive practices in resource-constrained environments. Policy recommendations include capacity building in strategic thinking and fostering organizational cultures conducive to innovation and flexibility.

Keywords: Strategic Thinking; Performance; Non-Governmental Organizations; Strategic Leadership Theory; Northern Kenya (search for similar items in EconPapers)
Date: 2025
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