Abstract

A myriad of factors influences the strategy implementation process which has direct impact on

the organization performance either negatively or positively. Researches in Kenya have assessed

these factors either singularly or in set within a particular industry and public institutions, hence

a conceptual and contextual gap. This paper therefore primarily aimed to establish the effects of

strategy implementation practices on the performance of companies in Kenya. The practices

considered were; strategic leadership, organizational culture, organizational structure and human

resource planning. The study was anchored on three theories which include the Human Resource

Based theory, Balanced Score Card and McKinsey 7s Framework. The study reviewed a number

of related articles and came to the conclusion that the leadership styles, structural adaptations,

cultural practices and human resource management all have an impact n the successful

implementation of strategies. In the practice, this study recommends that companies should build

more and stronger capacities and capabilities in leadership skills by adopting more of the

transformational leadership qualities, maintain flexible structures that are well matched to their

goals, maintain a proper balance between strategy and human resources and pay close attention

to the cultural dynamics.