1Musila Felistus Syombua, 2Oluoch Mercy Florah
DOI : https://doi.org/10.47191/ijmra/v6-i11-34
Google Scholar Download Pdf
ABSTRACT:
This study aimed to investigate the influence of strategic partnerships on the performance of non-governmental organizations (NGOs) operating in Nairobi, Kenya. The research employed a cross-sectional descriptive research design and data was collected from 296 NGOs in Nairobi through structured questionnaires administered to managers within these organizations. Data analysis was primarily quantitative. The research design employed was descriptive design and this enabled examination of the attributes of the sample and linear regression models to assess the relationship between strategic partnerships and NGO performance. The theoretical framework guiding this study drew upon Resource Dependence Theory and Institutional Theory to better understand how variables relate. The study focused on various dimensions of strategic partnerships, including shared vision, teamwork, open communication, trust, joint commitment, and investment. The study's findings showed that strategic partnerships were crucial to improving the performance of NGOs in Nairobi, Kenya. Specifically, the study identified that the adoption of shared vision among partners, effective teamwork, open communication channels, trust-building, and joint commitment and investment were positively correlated with improved NGO performance. The performance outcomes assessed included higher levels of customer satisfaction and increased employee satisfaction. The study suggests that NGOs operating in Nairobi, Kenya should be fostering strategic partnerships that emphasize shared values, collaborative teamwork, transparent communication, trust-building, and mutual commitment and investment. These plans are essential for enhancing customer and employee satisfaction.
REFERENCES
1) Ahuja, G., & Katila, R. (2004). Where do resources come from? The role of idiosyncratic situations. Strategic Management Journal, 25(8-9), 887-907.
2) Austin, J. E. (2000). The collaboration challenge: How nonprofits and businesses succeed through strategic alliances. Jossey-Bass.
3) Banalieva, E. R., Cuervo-Cazurra, A., & Mylonas, A. (2022). Governance in strategic alliances: A review and research agenda. Journal of World Business, 57(2), 101-179.
4) Battilana, J., & Dorado, S. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53(6), 1419-1440.
5) Cacciolatti, L., Rosli, A., Ruiz-Alba, J. L., & Chang, J. (2020). Strategic alliances and firm performance in startups with a social mission. Journal of Business Research, 106, 106-117.
6) Cooper, D. R., & Schindler, P. S. (2006). Business research methods (9th ed.). McGraw-Hill Education.
7) DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147-160.
8) Emmanuel, A. (2022). Strategic Alliance and the Performance of Small and Medium Enterprises in North Central, Nigeria. A Publication of, 2(1), 228-237.
9) Gulati, R. (1998). Alliances and networks. Strategic Management Journal, 19(4), 293-317.
10) Hitt, M. A., Ireland, R. D., & Lee, H. U. (2021). Strategic management: concepts and cases: competitiveness and globalization. Nelson Education.
11) Huang, K. F., & Liu, Y. C. (2020). Strategic alliance and innovation performance in technology-intensive industries. Technological Forecasting and Social Change, 151, 119789.
12) Hwang, H., & Powell, W. W. (2009). The rationalization of charity: The influences of professionalism in the nonprofit sector. Administrative Science Quarterly, 54(2), 268-298.
13) Kenya Community Development Fund-KCDF (2023). About Us. Kenya Community Development Foundation. https://www.kcdf.or.ke/
14) Kothari, C. R. (2004). Research methodology: Methods and techniques (2nd ed.). New Age International.
15) Lendel, V., & Varmus, M. (2018). Strategic Partnerships in Business: Definitions, Types, and Characteristics. Journal of Competitiveness, 10(4), 48–63.
16) Liu, W., Yan, X., Si, C., Xie, D., & Wang, J. (2020). Effect of buyer-supplier supply chain strategic collaboration on operating performance: evidence from Chinese companies. Supply Chain Management: An International Journal, 25(6), 823-839.
17) Lu, X., Liu, Y., & Shan, W. (2018). The impact of strategic alliances on international market performance: Evidence from Chinese firms. International Business Review, 27(2), 445-458.
18) Mair, J., & Martí, I. (2006). Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business, 41(1), 36-44.
19) Muthoka, R., Kilika, J., & Muathe, S. (2022). What Sustains Performance in A Strategic Alliance? The Role of Level of Collaboration. Journal of Business and Management Sciences, 10(3), 113-123.
20) Mwereru, J. K. (2018). Strategic Alliances and Performance of Non-governmental Organizations in the Human Rights Sector in Kenya (Doctoral dissertation, university of Nairobi).
21) Ngila, M. (2022). Effects of Strategic Partnerships on Service Delivery in Humanitarian Non-governmental Organizations in Kenya (Doctoral dissertation, University of Nairobi).
22) Ongonge, J. (2013). Relationship between strategic planning and organization’s performance in Non-Governmental Organizations (NGOs): a case of ActionAid, Kenya (Doctoral dissertation, University of Nairobi).
23) Osano, T. (2016). Strategic Alliances and Performance of Non-Governmental Organizations in the Health Sector in Nairobi County Government in Kenya (Doctoral dissertation, University of Nairobi).
24) Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. Harper & Row.
25) Smith, S. M., & Grimm, C. M. (2019). The impact of strategic partnerships on financial performance: The role of strategic objectives. Journal of Strategy and Management, 12(1), 2-16.
26) Tian, H., Otchere, S. K., Coffie, C. P., Mensah, I. A., & Baku, R. K. (2021). Supply chain integration, interfirm value co-creation and firm performance nexus in Ghanaian SMEs: mediating roles of stakeholder pressure and innovation capability. Sustainability, 13(4), 2351.
27) Tijani, A. A., Osagie, R. O., & Afolabi, K. B. (2021). Effect of strategic alliance and partnership on the survival of MSMEs post COVID-19 pandemic. Ekonomicko-manazerske spektrum, 15(2), 126-137.
Volume 06 Issue 11 November 2023
There is an Open Access article, distributed under the term of the Creative Commons Attribution – Non Commercial 4.0 International (CC BY-NC 4.0) (https://creativecommons.org/licenses/by-nc/4.0/), which permits remixing, adapting and building upon the work for non-commercial use, provided the original work is properly cited.
Our Services and Policies
Authors should prepare their manuscripts according to the instructions given in the authors' guidelines. Manuscripts which do not conform to the format and style of the Journal may be returned to the authors for revision or rejected.
The Journal reserves the right to make any further formal changes and language corrections necessary in a manuscript accepted for publication so that it conforms to the formatting requirements of the Journal.
International Journal of Multidisciplinary Research and Analysis will publish 12 monthly online issues per year,IJMRA publishes articles as soon as the final copy-edited version is approved. IJMRA publishes articles and review papers of all subjects area.
Open access is a mechanism by which research outputs are distributed online, Hybrid open access journals, contain a mixture of open access articles and closed access articles.
International Journal of Multidisciplinary Research and Analysis initiate a call for research paper for Volume 07 Issue 05 (May 2024).
PUBLICATION DATES:
1) Last Date of Submission : 26 May 2024 .
2) Article published within a week.
3) Submit Article : editor@ijmra.in or Online
Why with us
1 : IJMRA only accepts original and high quality research and technical papers.
2 : Paper will publish immediately in current issue after registration.
3 : Authors can download their full papers at any time with digital certificate.
The Editors reserve the right to reject papers without sending them out for review.
Authors should prepare their manuscripts according to the instructions given in the authors' guidelines. Manuscripts which do not conform to the format and style of the Journal may be returned to the authors for revision or rejected. The Journal reserves the right to make any further formal changes and language corrections necessary in a manuscript accepted for publication so that it conforms to the formatting requirements of the Journal.