Strategic Management Drivers Influencing Service Delivery in County

Governments of Kenya

By

XXXXXX
Reg. No. XXXXX

Proposed Supervisor;

Dr. Susan Wekesa

Dr. Makori Moronge

2023
 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Strategic management consists of developing a strategic vision and mission, setting

objectives, situation analysis, developing a strategy, implementation of the strategy and
monitoring, evaluation and control. This process is dynamic and continuous; a change in one
component can necessitate a change in the entire strategy (Finkl & Ploder, 2019). For strategic
decisions to make effective contribution to the organizational service delivery, there should be
key prospects that drive the entire process into success (Jenster & Soilen, 2023). These
prospects are known as strategic management drivers (Barnat, 2013; Mpoke & Njeru, 2015;
Ketchen & Short, 2016) and they include information technology, customer relationship
management, human capital and planning. According to Chuang (2019), these strategic
management drivers are the main determinants of how far an organization goes as far as
service delivery is concerned.

Strategic management drivers of service delivery necessitate the conversion of business plans
and procedures such as organizational structure, organizational culture, information
communication technology, organizational leadership and into deliverable outcomes Uzel et
al. (2023). It merges vital, working and money related gauges to quantify how a firm can meet
its targets (Mshenga & Owuor, 2019). Key drivers of service delivery are strongly associated
with specific approaches and value drivers with the end goal of service delivery (Barney,
2016).

The Constitution of Kenya, (2010) introduced the concept of devolution, which provides a
strong anchor against the concentration of power in the Executive and engenders cooperative
governance (Cheruiyot, Oketch, Namusonge, & Sakwa, 2017). Kosgey, Ongera and Thuo
(2020), the constitution assigns devolved leadership and governance structures to county
governments the task of service delivery in key sectors like water, health, and agriculture,
with the national government’s role in some of the sectors being that of policy formulation.
Other operations decentralized to county governments are; county transport, trade
development and regulation, animal control and welfare, and county planning and
development (Maina, Namusonge & Kabare, 2016). Kenya’s administrative system prior to
the adoption of the new constitution in 2010 (CoK, 2010) was highly centralized with a
unitary system of government, with the delegation of powers to sub-national units at six
levels, namely; sub-location, location, division, district, province and then national. The
relationship was that of a superior and subordinates. Political power was shared between the
national government and local authorities, who still drew their authority from the national
government. Under the centralized system, there was limited active involvement of the sub-
national units as partners with central government in service delivery (Kihoro, Nzulwa, Iravo
& Wagana, 2017; Wambua, 2014; Kabua, 2016).

This has led to an increasing call for the government to speed up service delivery and improve
the living standards of a majority of the people. In this regard, the county governments have
considered all strategic management mechanisms that have hindered delivery and other issues
(that have contributed to government’s slow delivery pace must be revisited. Amongst other
challenges is the issue of managing service delivery in a more effective and efficient manner.
(Ochieng & Juma, 2019; Namusonge, Mutoro & Makokha, 2018) notes, whilst the
administrative reform process of government has been underway, there is an equally
important need to reform the service delivery landscape. They argue that service delivery
further reform is inevitable and should be informed by a deep understanding of the workings
of the entire strategic management issues regarding devolved leadership and governance
structures, the possibilities, and inherent challenges that affect service delivery.

1.2 Statement of the Problem

Strategic management drivers are critical for the effective and efficient service delivery by
governments, as an important component of any political system with more than one level of
government (Vianney, Iravo & Namusonge, 2020; M’Mugambi, Okeyo & Muthoka, 2020).
The aim of devolved governments is therefore, to enable government activities, primarily
service delivery, through synergy, efficiency and effectiveness in delivering services to
sustain democracy and strengthen delivery capacity across all spheres of government for the
common good, as acclaimed by Maina, Namusonge and Kabare (2016). Kenya has undertaken
strategic reforms in the governance system in order to enhance service delivery at the
devolved levels (Mutuma, Iravo, Waiganjo & Kihoro, 2017).
However, county governments in Kenya still find it hard to effectively and efficiently
deliver services to citizen satisfaction (Abass, Munga & Were, 2017; Wagana, 2017;
Opiyo, 2017, Kosgey, Ongera & Thuo, 2020).According to Auditor General Report
(2019) over Kshs.16 billion cannot be accounted for by the county governments and the
same report mentions lack of effective strategic management as a catalyst that has
triggered the vice. This has slowly led to the deterioration of the counties’ service
delivery affecting even the country’s GDP growth index from 7% in 2009 to 5.3% in
2019 (Kihara, 2016). Further, a report by Kenya Institute for Public Research and
Analysis (KIPPRA) highlights key sectors like health, water and sanitation, education
among others which have faced challenges in service delivery (Lubale, 2018) associated
with issues of accountability and integrity in county governments of Kenya. A survey
done by Transparency International (TI) (2016), reported that 41% of Kenyans were not
satisfied with their county governments’ service delivery due ineffective strategic
management structures.

Further, according to Wagana (2017) minimal research, if any, has been done on the
strategic management and service delivery in county governments in Kenya. Studies by
Elhiraika, 2017; Angara, 2017; Olatona & Olomola, 2015, Dada, 2015; Kleinpter-Ross,
2019; failed to show how strategic management enhance service delivery. These studies
have created a need to this study since they were limited in the devolved countries.
Secondly, the devolved leadership and governance as established in developed countries
are not directly applicable in developing economies because of strategic management
issues (Shimengah, 2018; Bache, Bartle & Flinders, 2016). Therefore, there is a dearth
of information on strategic management and devolution arising from the African
context. Indeed, there is no study (as far as the researcher was able to establish from a
review of available previous studies) on the strategic management drivers and service
delivery in county governments in Kenya. The lack of information on the relationship
between strategic management drivers and service delivery in county governments of
Kenya creates a knowledge gap from the Kenyan and African context. It is on this
premise that the current study seeks to examine the strategic management drivers
influencing service delivery of county governments of Kenya.
1.3 Objectives of the Study

The study will be guided by the following general and specific objectives.

1.3.1 General Objective

The general objective of the study will be to examine strategic management drivers
influencing service delivery in county governments in Kenya.

1.3.2 Specific Objectives

The study will pursue the following specific objectives;

1. To investigate the influence of strategic technological innovation on service

delivery in county governments in Kenya.
2. To determine the influence of strategic leadership on service delivery in county
governments in Kenya.

3. To assess the influence of strategic planning on service delivery in county

governments in Kenya.

4. To find out the influence of strategic monitoring and evaluation on service

delivery in county governments in Kenya.

5. To determine the moderating influence of governance structures on the

relationship between strategic management drivers and service delivery in county
governments in Kenya.

1.4 Scope of the Study

The study will be limited to examine the relationship between strategic management
drivers and service delivery of county governments in Kenya. Strategic management is a
critical issue that the public sector needs to address in order to survive and succeed in
today’s unstable environment to enhance service delivery (Sagnak, 2018). Newmann,
Rose and Teo (2016), strategic management could reduce the effects of uncertainty and
change that comes with new leaders and help employees to improve service delivery in
the public sector. Therefore, the current study conceptual scope will be limited to four
strategic management drivers namely; strategic technological innovation, strategic
leadership, strategic planning and strategic monitoring and evaluation. Governance
structures are considered as a moderating variable while service delivery of county
governments is the response variable. The contextual scope of the study will be limited
to the 47 county governments in Kenya that were established by the constitution of
Kenya in 2010 and key devolution Institutions in Kenya. Previous studies also tend to be
specific with regard to study methodologies employed. This study will use descriptive
research design to analyse and describe the relationship between strategic management
drivers and service delivery of county governments in Kenya. The study will be carried
out between the period of 2023/2023 academic calendar.
 CHAPTER TWO

LITERATURE REVIEW
2.1 Introduction

This section examines the review of literature and theories relevant to the study under
the following sub–headings: theoretical framework, conceptual framework, empirical
framework of study variables, and critique of the existing literature and research gaps
of the study. From the review of relevant literature, both theoretical and conceptual
frameworks for the study are generated by identifying the interrelationships between
the study variables to guide the study.

2.2 Theoretical Foundation

The theoretical review of a research relates to the philosophical basis on which the
research takes place, and forms the link between the theoretical aspects and the
practical components of the investigation undertaken (Rono & Memba, 2019). The
theoretical framework therefore has implication for every decision made in the
research and it helps to make logical sense of relationship of the variables and factors
that have been deemed important to the problem of the study (Kihara, Bwisa, &
Kihoro, 2016). It also provides definitions of the relationships between all the
variables so that the theorized relationship between them can be understood (Ratanya,
Mukulu, & Sakwa, 2019). The study will be guided by the Resource Based Theory and
Strategic Fit Theory

2.2.1 Resource Based View Theory

This theory originated from studies of Penrose (1959), however unintentionally the view was
once in the past exhibited by Wernerfelt (1984). He evaluated the firm utilizing resource –
market matrices rather than the piece of the overall market share- growth blend of the
competitive position view displayed by the Boston Consulting Group (1972). Instead of
underlining market entry obstructions as a method for picking up a competitive advantage to
expand benefits, the RBV centered on asset position limits as a strategy for extending benefits
(Wernerfelt, 1984 and Barney, 1986).
RBV underlines the institutions assets as the strategic determinants of service delivery. First
the model presumes that companies inside an industry or inside a strategic group might be
heterogeneous as for the heap of assets that they control (Bridoux, 2017). Second supposition
is that asset heterogeneity may hold on after some time because assets used to execute county
governments’ strategies are not splendidly versatile crosswise over service delivery.

2.2.2 Strategic Fit Theory

This theory, also known as best fit strategic management or strategic decision theory, explains
that there are no universal prescriptions of strategic management practices. This concept is
based on the contingency perspective, championed by Chandler (1962) and Ansoff (1965).
Wright and Snell (2005) argue that the application of strategic management practices depends
on the microfinance institution context, business strategy and culture.

The theoretical framework postulates that congruence between strategy and organization’s
contingencies lead to enhanced performance(Zajak, Kraatz&Bresser, 2000). The proponents
of this theory observe that group lending serviced delivery would be more effective only once
they are rightfully integrated with specific strategic management understanding. Strategic fit
theory elaborates the significance of making sure that strategic management are right to the
circumstances of the microfinance public sector such as culture, external environment and
operational processes. The strategic management practices must consider the specific
requirements of the public sector. Customers (citizens) are now more sophisticated and
therefore county governments should seek issues in decision making.

The strategic fit theory is also called structural contingency theory which explains the idea
that there is no one or single best way to manage organizations but organizations should
always establish managerial strategy owing to the situation and condition the organization is
experiencing (Donaldson &Luo, 2019). Little (2016) observes that the environment always
posed certain requirements which forced the organization to come up with efficiency and
innovation in its operations in order for it to survive and prosper. According to Cutler (2006),
this ultimately led the firm’s management to adopt a strategy for the firm which somehow
reflected the environment and at the same time was part of a managerial statement of the
firm’s objectives given the comparative advantage of the firm and that was service delivery.
Donaldson (2006) explains in that theory that when county government leaders make
decisions concerning service delivery, they should always consider all aspects of the existing
situation and take action on those aspects that will be crucial to the circumstances at hand. It is
further argued that the leaders take whatever management decision, including service
delivery, depending on the situation at hand. Therefore, strategic management drivers such as
strategic leadership is considered a management strategic decision that leads to service
delivery.

2.3 Conceptual Framework

A conceptual framework is a diagrammatical representation that shows the relationship among
study variables (Amuhaya, Namusonge, & Nthigah, 2018). It indicates the relationship
between the independent variables, moderating variable and the dependent variable (Ombaka,
Memba, & Kyalo, 2020; Muchai, Makokha, & Namusonge, 2018). The theories that used to
conceptualize this framework are Resource Based Theory. Linked to the problem statement,
the conceptual framework for the current study is used to concisely describe the study
variables setting the stage for presentation of the specific research objectives and research
hypotheses that drive the research assessment, accompanied by visual depiction of the study
variables and their measurements as depicted in Figure 2.1.
 Strategic Technological
Innovation Governance Structures
 Leadership structure
 Service Innovation
 Leadership decision
 Process Innovation
process

Strategic Leadership

 Visionary leadership

 Strategic Positioning

 Strategic direction
Service delivery in
County governments

 Timeliness of
Strategic Planning
services
 Human resource planning  Quality of services
 Financial Planning  Infrastructural
development
Strategic Monitoring &
Evaluation
 Review committees
 Brainstorming sessions

Independent Variables

Intervening (Control) Variable Dependent Variable

Figure 1: Conceptual Framework

 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

Majimbo and Namusonge ( 2020) describe research methodology as how the study was
conducted. This chapter describes the research design and the methodology that was
used in this study. It starts with the research design. The research design is followed by
philosophy, population, sampling frame, sampling size and sampling technique, data
collection instruments, data collection procedure, pilot study, measurement and scaling
technique, data analysis and processing, and statistical model and hypothesis testing.

3.2 Research Design

The study will apply mixed research designs, which are descriptive and correlational
designs. Vianney, Iravo and Namusonge (2020) observed that a mixed method is best
suited for gathering descriptive and correlational information when the researcher wants
to describe the state of affairs as they exist and establish the relationship of the variables.
Descriptive design allows the researcher to gather information, summarize, present and
interpret it for purpose of clarification (Karama, Iravo, & Shale, 2019). The design is
suitable for the study since it enables description of both dependent and independent
variables; on one hand, service delivery of county government in terms of timeliness,
accessibility, quality of services and infrastructural development parameters, while on
the other hand, devolved leadership and governance structures in terms of leadership,
leadership decision process, political and fiscal governance. The correlation design on
the other hand comprises of collecting data to determine whether, and to what extent, a
relationship exists between two or more variables (Hantiro & Maina, 2020). Therefore,
this design will be appropriate for this study which will extensively test the analysis of
the relationships between variables (Amuhaya, Namusonge, & Nthigah, 2018).

3.3 Target Population

The target population consists of all members of a real or hypothetical set of people,
events or objects from which a researcher wishes to generalize the results of their
research while accessible population consists of all the individuals who realistically
could be included in the sample (Ratanya, Mukulu, & Sakwa, 2019). The unit of
analysis was the county governments in Kenya. The target population of this study will
be 2,197 county government officials from all the 47 counties in Kenya. The list of the
2,197 county government officials is sourced from the directory of Commission on
Revenue Allocation (2021) and http://kenyacountyguide.com website as at 31st March
2021. The county government officials comprises of 47 governors, 47 County speakers,
47 county secretaries, 485 county ministers and secretary, 1573 MCA’s. The target
population is arrived at since they are the ones involved in implementation and
management of leadership and governance issues, devolved policies and operations at
the county level.. The distribution of county government officials across the country is
relatively not homogeneous in terms of geographical location in all the 47 Counties in
Kenya (Koehler, 2018; Shimengah, 2018). Therefore, the study stratified county
government officials into strata based on cadres as shown below in Table 3.1.
Table 3.1: Target Population
Cadres of Staff Target Population

Governors 47
County Secretaries 47
County ministers 483
Speakers 47
Members of County 1573
Assembly
Total 2197

Source: Commission on Revenue Allocation (2021) and http://kenyacountyguide.com

3.4. Sampling Frame

A list containing all such sampling units is known as sampling frame. In this study, the
sampling frame was a list of 2,108 county government officials based in all the 47
county governments in Kenya. In this study, the sampling frame was a list of 2,108
county government officials in all the 47 county governments in Kenya as shown on
Appendix IV.
3.5 Sample Size and Sampling Technique

A sample is a subset of a population, selected to participate in a study as espoused by

Kyalo, Kimeli and Evans (2017). Sampling is a process of selecting a subset of the
population in which entire population is represented. Stratified sampling is used to
secure a representative group which enabled the researcher to gain information about a
population (Kanake, 2020).Bett and Memba(2017) observed that the larger the size of
the sample, the more precise the information given about the population. Generally,
sample sizes larger than 30 and less than 500 are recommended for statistical data
analysis (Shimengah, 2018). When dealing with large populations, the sample size is
determined using the normal approximation to the binomial distribution. This
approximation is usually taken to be highly accurate when the population is large and
the sample size is relatively small (Kumar, 2019). If the target population is less than
10,000, the required sample size will be smaller and is calculated using the formula
below. The Fishers formula was used to determine the appropriate sample size of this
study. This is because the target population consists of a large number of units (county
government officials) (Abass, Munga, & Were, 2017; Karama, Iravo, & Shale, 2019).
The researcher assumes 95% desired level of confidence, which is equivalent to
standardized normal deviate value of 1.96, and an acceptable margin of error of 5%
(standard value of 0.05). The formula for calculating sample size for a large population
is as follows:

n = Z2pq/ e2
Where n = required sample size
p and q = Population proportions which are set at 0.5 each
Z = Level of confidence

Typically the level of confidence for surveys is 95% in which case Z is set to 1.96.

e = Sets the margin of error of the sample proportion. This will be set

at 5% or 0.05.

The study has a population of over 1,000 but less than 10,000

This being a large (binomial) population, the sample was worked out as follows:
n = Z2pq = (1.96)(0.5)(0.5) = 384.16

e2 (0.05)2

Therefore, this study used a sample of 384 county government officials as respondents.

In order to calculate the sample for each stratum, the study adopted the following
formula:

Y1 = 384 x X1

2108

Where Y1 = Number for each stratum to be selected in the sample.

X1 = Is the total number of county government officials in each stratum

Table 3.2: Sample Size Distribution

Cadres of Staff Target Population (N) Sample Size(n)

Governors 47 8

County Secretaries 47 8

County ministers 483 86

Speakers 47 8

Members of County Assembly 1573 264

Total 2197 384

3.6 Data Collection Methods

The researcher will use questionnaires in collecting the primary data from the sampled
respondents in the county governments. The questionnaires had both open and closed
ended questions. Closed ended questions restricted the respondents to a certain category
in their responses while the open ended questions allowed the respondents to give their
personal view of the study. The study collected both primary and secondary data.
3.6.1. Primary Data

The data collection instruments that will be used will be self-administered structured
questionnaire. A research instrument in this study is a device that the study used to
collect data. According to Kinyanjui (2019), self-administered structured questionnaire
was used to collect both quantitative and qualitative strands. The current study involved
both the qualitative and quantitative aspects of both independent and dependent
variables and therefore, self-administered structured questionnaire will be appropriate
for this study. According to Wolf (2018) a self-administered questionnaire refers to a
questionnaire that has been designed specifically to be completed by a respondent
without intervention of the researcher collecting the data, self-administered
questionnaire is usually a stand-alone questionnaire.

3.6.2. Secondary Data

Abdi, Mbithi and Kithinji (2021) explain that secondary research involves the use of
data gathered in a previous study to test new hypotheses or explore new relationships.
They also indicate that secondary analysis of existing data is efficient and economical
because data collection is typically the most time-consuming and expensive part of a
research project. Secondary data will be used to validate the findings from analysis of
primary data which was collected using questionnaires. The strategy of using both
primary and secondary data to address the same study objectives is meant to improve the
interpretive coherence and improve both communicative and pragmatic validity of the
study results. This study utilized secondary data from county governments.

3.7 Data Collection Procedures

The researcher obtained a letter of authorization from the Jomo Kenyatta University of
Agriculture and Technology to allow him to collect data. In addition the researcher
obtained a research permit from National Commission for Science, Technology and
Innovation (NACOSTI). The questionnaires were used to collect data from the 384
respondents whereby the researcher personally administered them based on a drop and
pick after they have been filled. Data was gathered by a structured open and closed
ended questionnaire. The respondents were briefly introduced to the purpose of the
study before administering the questionnaires. The researcher explained to the
respondents the nature and importance of the study during pilot and actual study.
Confidentiality was assured to the respondents whereby they stated in a letter that
accompanied each questionnaire.

3.8 Pilot Study

Before a survey is carried out, all aspects of the questionnaire as a survey instrument
should undergo a pilot test (Mbithi, Ndambuki, & Juma, 2019; Cheruiyot, Oketch,
Namusonge, & Sakwa, 2017). Batista, Seither and Vicente(2018) explain that a pilot test
is conducted to detect weakness in design, instrumentation and to provide proxy data for
selection of probability sample. Pilot test also enables the researcher to identify and
eliminate any problems that may exist in a questionnaire design (Hantiro & Maina,
2020) and examine the reliability and validity of measures used in the questionnaire
(Amuhaya, Namusonge, & Nthigah, 2018). The number for the pilot study should be
small, about 1% to 10% of the sample population (Karama, Iravo, & Shale, 2019). Thus
the study used 38 respondents that were 10% for a pilot study, sampled from Nairobi
County selected using a simple random sampling technique. This target population was
chosen for the study since due to the fact that Nairobi’s City County has the highest
concentration of county officials compared to other counties in Kenya (CRA, 2021).

3.8.1 Reliability

Reliability in qualitative research depends on the quality of the recording and

documenting data, and the ability of the researcher to interpret it (Kanake, 2020). One of
the methods used to increase the reliability of interviews is by conducting training for
the interviewers (Khisa, 2015). This study will adopt the internal consistency method.
Reliability is the consistency of measurement (Shimengah, 2018) or stability of
measurement over a variety of conditions in which basically the same results should be
obtained. Reliability is the extent to which a given measuring instrument produces the
same result each time it is used (Vianney, Iravo, & Namusonge, 2020). The typical
methods used to estimate test reliability in behavioral research are alternative firms, test-
retest reliability, inter-rater reliability and internal consistency. This study will adopt
internal consistency method as it is more stable than the other methods (Amuhaya,
Namusonge, & Nthigah, 2018; Protik, Nichols-Barrer, Berman, & Sloan, 2018).
Internal consistency is tested using the Cronbach’s alpha statistic. Cronbach’s alpha is
computed as follows:
a= K/ (K-1) [1-(1-(∑k2/total2)]

Where; K is the number of items,

∑k2is the sum of the k item scores variances and

total2 is the variance of scores on the total measurement (Cronbach,

2004).

Pallant (2013) advises that where Cronbach’s alpha coefficient is used for reliability test,
the value should be above 0.7.

3.8.2 Validity

Validity is the degree to which results obtained from the analysis of the data actually
represent the phenomenon under study (Amuhaya, Namusonge, & Nthigah, 2018) A
measuring instrument is valid if it measures what it percept’s to measure (Cheruiyot,
Oketch, Namusonge, & Sakwa, 2017). Validity is therefore concerned with the
meaningfulness of research components. This study will adopt construct validity. There
are four types of validity; internal validity, statistical conclusion validity, constructs
validity and external validity (Hantiro & Maina, 2020). Construct validity refers to how
well the results obtained from the use of the measures fit the theories around which the
test is designed (Ratanya, Mukulu, & Sakwa, 2019). Content validity will also be
adopted in this study. Content validity relates to a direct use in scientific generalization
which is the extent to which one can generalize from a particular collection of items to
all possible items that would be representative of a specified domain of items (Opalo,
2020). A study by Mbithi, Ndambuki and Juma (2019) states that there are two ways of
assessing content validity, through asking a number of questions about the instruments
or test and asking the opinion of expert judges in the field. Construct validity assesses
what the constructor scale is in fact measuring. Construct validity will be maintained
through anchoring of the constructs to the theory from which they are derived.
3.9. Data Analysis and Presentation

Data from the questionnaires were edited and coded and then keyed into Statistical
Package for Social Sciences (SPSS Version 24). Response on each item for the open-
ended questions was put into a specific main theme for ease of analysis. Data will be
summarized and then analysed by use of descriptive statistics using frequencies, means,
standard deviation and percentages. Inferential statistics were utilized to generate
meaning and relationships. Multi-regression analysis will be used to establish the degree
of mathematical relations between the study variables and how strategic management
drivers influence service delivery in county governments in Kenya. To test the combined
contribution of strategic management drivers on the dependent variable, multiple
regression models will be fitted.. The multiple regression model is given by the equation
below;

Where:

Y– Service delivery of county governments in Kenya

X1 – Strategic technological innovation
X2 – Strategic Leadership
X3 – Strategic Planning
X4 – Strategic M & E

are the regression coefficients of the predictors in the model

– The Error term

Moderator is a variable that affects the direction and the strength of the relationship
between an independent or predictor variable and a dependent criterion variable (Khisa,
2015). This variable may reduce or enhance the direction of the relationship between a
predictor variable and a dependent variable, or it may change the direction of the
relationship between the two variables from positive to negative (Shimengah, 2018).
This study used multiple regressions analysis (stepwise method) to establish the
moderating effect of Governance structure (Z) on relationship between strategic
management drivers and service delivery in the county governments of Kenya. For
testing the moderating effect, the following model will be used:

Y= β0 + β1X1Z+ β2X2Z + β3X3Z+ β4X4Z + ε,

Where:
Y– Service delivery of county governments in Kenya
X1 – Strategic technological innovation
X2 – Strategic Leadership
X3 – Strategic Planning
X4 – Strategic M & E
Z= is the hypothesized moderator (Governance structures)
3.8.3 Hypotheses Testing

Multiple regression analysis in the form of equation was applied to test whether or not
the alternative hypotheses stipulated in the study are true. Keraro and Isoe (2017)
advocate that multiple regression helps to decide whether the individual hypothesis is
statistically supported or not. F-test and Student’s t-test were used to test the significance
of the dependent variable Y on the influence of the independent variables X 1- X5 at 5%
level of significance. For the hypothesis to be accepted or rejected, a comparison was
made between the critical t-values and the calculated t-values. If the calculated t-value
was greater than critical t-value, then the alternative hypothesis is accepted. Also if the
calculated F-value is greater than critical F-value and p-value less than .05, then the
alternative hypothesis is accepted (Abass, Munga, & Were, 2017; Cheruiyot, Oketch,
Namusonge, & Sakwa, 2017).
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1477-1504.

.
Appendix I: List of Registered MNCs in Kenya
1. BASF 32. AVIC International
2. Standard Chartered Bank 33. Asus
3. Rockefeller Foundation 34. Bank of India
4. Kuehne+Nagel Ltd 35. Kaspersky Lab
5. International Livestock 36. Motorola Solutions
Research Institute (ILRI)
37. Stratlink Global
6. Toyota
38. TNT
7. PricewaterhouseCoopers
39. Qualcomm
8. Mitsubishi Motors
40. IMF
9. LG
41. Bank of China
10. Bharti Airtel
42. Sage Group
11. Prudential Insurance
43. Xinhua News Agency
12. DB Schenker
Source: Ministry of Trade, Investment
13. Coca Cola
and Industry (2023)
14. Serena Hotels
15. Huawei
16. Sony
17. Google
18. General Electric
19. Citibank
20. Diageo
21. Cisco Systems
22. Bosch
23. MasterCard
24. Pfizer
25. Nestle
26. Nokia Research Hub
27. Heineken
28. Intel Corporation
29. IBM
30. ICAO
31. Blackberry Ltd