Strategic Change and the Performance of Charitable Children Institutions in Kenya

  • Francis Mwangi Njogu Mt Kenya University
  • Dr. Denis Muchangi Jamleck Kirinyaga University College
Keywords: Strategic Change, Charitable Children’s Institution, Organizational Performance

Abstract

The study examines the role of strategic change on the performance of charitable children’s institutions in Kenya. While studies have been done on the management of charitable children institutions (CCIs), little has addressed the role of strategic change on the performance of these important institutions. This study seeks to analyze the relationship between organizational structure change and the performance of charitable children institutions and the effects of technological change on the performance of charitable children institutions. A descriptive research design was used. Both primary and secondary data were used in this study. Primary data was collected from key informants using a self- administered questionnaire while Secondary data was derived from the children department and CCI records. Data was analyzed using descriptive and inferential statistics techniques. Inferential statistics was used to determine the relationship between the study variables and included analysis of variance regression. The study results of the first objective showed that 42.8 percent of the performance of charitable children institutions can be explained by organizational structure (R squared = 0.428). The study results of the second objective revealed that technological changes effect on performance was statistically significant (overall p-value = 0.016). Performance largely depended on the technological changes with 46.9 percent of performance being explained by technological changes (R squared = 0.469). The study recommends that the right structure and technology should be employed for the effective running of the CCIs in Kenya

Author Biographies

Francis Mwangi Njogu, Mt Kenya University

School of Business and Economic

Dr. Denis Muchangi Jamleck, Kirinyaga University College

School of Business and Economic

Published
2016-05-31