NG’ETICH ERIC KIPKOECH_FINAL_PROJECT-1.doc

STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE OF BOMET
COUNTY GOVERNMENT, KENYA
NG’ETICH ERIC KIPKOECH
D53/KER/PT/25832/2018
A RESEARCH PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS IN
PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF
DEGREE OF MASTER OF BUSINESS ADMINISTRATION (STRATEGIC
MANAGEMENT OPTION) OF KENYATTA UNIVERSITY
August, 2022

ii
DECLARATION
I declare that this research project is my original work and has not been submitted for the award
of any degree or diploma in any other institution.
Signature______________________________ Date _________________________
Ng’etich Eric Kipkoech
D53/KER/PT/25832/2018
This research project has been submitted with my approval as the university supervisor.
Signature_________________________ Date _________________________
Dr. Kipkorir Chris Sitienei Simon
Department of Business Administration
School of Business
Kenyatta University

iii
ACKNOWLEDGMENT
First I would like to thank the Almighty God for giving me the strength, good health, and
wisdom to complete this study. I would also like to thank my supervisor Dr. Kipkorir Chris
Sitienei Simon for his positive criticism, constant motivation, expertise, and patience in guiding
me throughout this research project. I would like to thank my family for their love and
encouragement throughout the course.

v
TABLE OF CONTENTS
DECLARATION...........................................................................................................................ii
ACKNOWLEDGMENT .............................................................................................................iii
DEDICATION.............................................................................................................................. iv
TABLE OF CONTENTS ............................................................................................................. v
LIST OF FIGURES...................................................................................................................... x
LIST OF TABLES....................................................................................................................... xi
LIST OF ABBREVIATION AND ACRONYMS ....................................................................xii
OPERATIONAL DEFINITION OF TERMS.........................................................................xiii
ABSTRACT................................................................................................................................ xiv
CHAPTER ONE ......................................................................................................................... 15
INTRODUCTION....................................................................................................................... 15
1.1 Background to the Study.................................................................................................. 15
1.1.1 Performance................................................................................................................. 17
1.1.2 Strategic Management Practices.................................................................................. 19
1.1.3 Bomet County.............................................................................................................. 23
1.2 Problem Statement............................................................................................................ 24
1.3 Objectives of the Study ..................................................................................................... 25
1.3.1 General Objective ........................................................................................................ 25

vi
1.3.2 Specific Objectives ...................................................................................................... 25
1.4 Research Hypotheses......................................................................................................... 25
1.5 Significance of the Study .................................................................................................. 25
1.6 Scope of the Study ............................................................................................................. 26
1.7 Limitation and delimitation of the Study........................................................................ 26
1.8 Organization of the Study................................................................................................. 27
CHAPTER TWO ........................................................................................................................ 28
LITERATURE REVIEW .......................................................................................................... 28
2.1 Introduction....................................................................................................................... 28
2.2 Theoretical Literature Review ......................................................................................... 28
2.2.1 Resource Based View Theory...................................................................................... 28
2.2. 2 Durkheim’s Theory of Culture.................................................................................... 29
2.2.3 Diffusion of Innovation Theory................................................................................... 30
2.3 Empirical Literature Review............................................................................................ 31
2.3.1 Resource Mobilization and Performance..................................................................... 32
2.3.2 Organizational Culture and Performance..................................................................... 34
2.3.3 Technology Adoption and Performance ...................................................................... 35
2.4 Summary of Gaps in Literature Review ......................................................................... 38
CHAPTER THREE.................................................................................................................... 44

vii
RESEARCH METHODOLOGY .............................................................................................. 44
3.1 Introduction....................................................................................................................... 44
3.2 Research Design................................................................................................................. 44
3.3 Target Population.............................................................................................................. 44
3.4 Sampling method and sample size................................................................................... 45
3.4.1 Sample size .................................................................................................................. 45
3.5 Data Collection method .................................................................................................... 46
3.6 Data Collection Instrument.............................................................................................. 47
3.7 Pilot Study.......................................................................................................................... 47
3.7.1 Validity of the Research Instrument ............................................................................ 47
3.7.2 Reliability of the Research Instrument ........................................................................ 48
3.8 Operational Definition of Variables ................................................................................ 49
3.9 Data Analysis and Presentation ....................................................................................... 50
3.9 Ethical Consideration ....................................................................................................... 51
CHAPTER FOUR....................................................................................................................... 52
DATA ANALYSIS AND DISCUSSION................................................................................... 52
4.1 Introduction....................................................................................................................... 52
4.2 Response Rate.................................................................................................................... 52
4.3 Demographics of Respondents......................................................................................... 52

viii
4.3.1 Gender of the Respondents.......................................................................................... 52
4.3.2 Number of years worked.............................................................................................. 53
4.3.3 Highest Level of Education ......................................................................................... 54
4.3 Descriptive Statistics ......................................................................................................... 54
4.3.1 Resource Mobilization................................................................................................. 55
4.3.2 Organizational Culture................................................................................................. 56
4.3.3 Technology Adoption .................................................................................................. 58
4.3.4 Performance................................................................................................................. 59
4.4 Inferential Analysis ........................................................................................................... 61
4.4.1 Correlation Analysis .................................................................................................... 61
4.5 Hypotheses Tests ............................................................................................................... 62
4.5.1 Resource Mobilization and Performance of Bomet County Government................... 63
4.5.2 Organizational Culture and Performance of Bomet County Government................... 65
4.5.3 Technology Adoption and Performance of Bomet County Government .................... 67
CHAPTER FIVE ........................................................................................................................ 70
SUMMARY, CONCLUSIONS AND RECCOMENDATIONS ............................................. 70
5.1 Introduction....................................................................................................................... 70
5.2 Summary............................................................................................................................ 70

ix
5.3 Conclusions ........................................................................................................................ 71
5.4 Recommendations ............................................................................................................. 72
5.5 Areas for Further Research ............................................................................................. 72
References.................................................................................................................................... 74
APPENDICES............................................................................................................................. 87
Appendix I: Letter of Introduction ....................................................................................... 87
Appendix II: Questionnaire ................................................................................................... 88
Appendix III: Research authorization letter ........................................................................ 92
Appendix IV: NACOSTI Approval letter............................................................................. 93
Appendix V: Work Plan ......................................................................................................... 94
Appendix VII: Research Budget............................................................................................ 95
Appendix VIII: Map of the Study area................................................................................. 96

x
LIST OF FIGURES
Figure 2. 1: Conceptual framework .............................................................................................. 42

xi
LIST OF TABLES
Table 2. 1: Summary of Research Gaps........................................................................................ 39
Table 3. 1: population distribution................................................................................................ 45
Table 3. 2: Distribution of Sample Size........................................................................................ 46
Table 3. 3: Operationalization and Measurement of Variables .................................................... 49
Table 4. 1 Gender of the Respondents.......................................................................................... 53
Table 4. 2 Years worked ............................................................................................................... 53
Table 4. 3 Highest Level of Education ......................................................................................... 54
Table 4. 4: Resource Mobilization................................................................................................ 55
Table 4. 5: Organizational Culture................................................................................................ 57
Table 4. 6: Technology Adoption................................................................................................. 58
Table 4. 7: Performance................................................................................................................ 60
Table 4. 8: Correlation Analysis ................................................................................................... 61
Table 4. 9: Regression Analysis for Resource Mobilization and Performance ............................ 63
Table 4. 10: Regression Analysis for Organizational Culture and Performance.......................... 65
Table 4. 11: Regression Analysis for Technology Adoption and Performance ........................... 67

xii
LIST OF ABBREVIATION AND ACRONYMS
CBO Community Based Organizations
CIDP County Integrated Development Plan
CoK Constitution of Kenya
DOI Diffusion of innovation
HIV Human Immunodeficiency Virus
ICT Information Communication and Technology
KSMS Kenya School of Monetary Studies
NACOSTI National Commission for Science, Technology and Innovation
PLS-PM Partial Least Square Path Modeling
RBV Resource-Based View
SDGs Sustainable Development Goals
SPSS Statistical Package for Social Sciences

xiii
OPERATIONAL DEFINITION OF TERMS
Terms Operationalization
Organizational Culture Refers to the County’s ability to create a team work environment
where stakeholders are involved more in decision making, this
environment will create synergies to spur performance.
Resource mobilization These are the process of acquiring the necessary resources such as
financial capital, human capital and equipment crucial in enhancing
performance of the County.
Technology adoption This refers to the County’s ability to leverage on technology by
integrating and making use of online technologies, relevant equipment
and gadgets and achieving interdepartmental integration to improve
performance.
Organizational performance It is the County’s ability to complete projects on time, provide quality
services, be accountable, transparent, and ensure efficiency and
effectiveness in providing services to the Citizens of Bomet.
County Government Devolved system of Government based at the County level

xiv
ABSTRACT
Since the beginning of devolved system of governance in Kenya, county governments have
experienced a number of performance challenges. These are; failure to complete projects on
time, poor quality of services, lack of accountability, lack of transparency, inefficiencies and
ineffectiveness. Therefore, County Governments in Kenya require strategic management
practices in order to enhance performance. This study therefore sought to investigate the
influence of strategic management practices on performance of County Government of Bomet.
Specifically; examined the effect of resource mobilization; organizational culture and technology
adoption on performance of Bomet County Government. The study was anchored on resource
based view model, Durkheim theory of organizational culture and diffusion of innovation theory.
It employed cross-sectional and correlational research designs. The target population was 141
staff comprising of County executive committee members, County chief officers, County
directors and County administrators. Yamane’s formula was used to obtain a sample size of 106
respondents with stratified and simple random sampling methods being employed to pick
respondents. A structured questionnaire was used in data collection. Reliability of the research
instrument was tested against Cronbach’s alpha coefficient where an overall reliability score of
0.765 was achieved while validity was gauged using a panel of experts from the subject area
ensuring that the indicators of each variable were within the same construct and operationalizing
the instrument as per the variables. Descriptive statistics comprising mean and standard deviation
were used to summarize the data while inferential statistics involving correlation and regression
models were utilized to establish the extent to which variables relate with each other. The
findings indicated that resource mobilization has a weak effect (R = 0.423, p<0.05) on
performance indicating that an investment in resource mobilization leads to a slight improvement
on performance of Bomet County Government. There was also a slight but significant effect of
organizational culture on performance of Bomet County Government (R = 0.321, p<0.05) which
means that whenever the County Government invested on organizational culture there was a
small improvement on performance and therefore should consider investing in the development
of positive culture to improve performance. Finally, a significant but lesser effect of technology
adoption (R = 0.246, p<0.05) on performance of Bomet County Government was established,
therefore the County Government should identify relevant technologies that will help in
achieving the County government objectives and lead to enhanced performance. The study may
be useful to the management and staff of County government of Bomet, other counties in Kenya,
National Government and policy makers in demonstrating how strategic management practices
affects performance.

15
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Today, organizations are operating in a busy and dynamic environment in all areas. Stouten,
Rousseau and De Cremer (2018) argue that the organizational capacity of companies to attain
and sustain high performance is a core problem confronting management today. Organization
must respond to the changing environment by adopting strategic management practices relevant
in their context of operation.
Performance is an organization’s capacity to carry out its task by sound management, good
governance and a consistent rededication with an aim of producing the best outcome possible
(Ndungi, & Gacobo, 2021). Strategic management practices have recently been utilized by most
organizations to achieve a competitive superiority in the continually changing business operating
environment. The main aspects that have contributed to this dynamism include the introduction
of new strategy implementation mechanisms, adoption of new technologies by firms, increased
need for resource mobilization and the increasing need for a transformative leadership. These
aspects have made it necessary for the county governments to adjust their processes in order to
achieve the objectives.
The Kenyan Constitution 2010 birthed forty seven devolved governments in addition to the
national government whose aim is to take government services closer to its citizens. The county
governments strives to downstream resources to the most common citizen with an aim of
stimulating democracy and accountability in the use of power as well as ensuring local and
national resources are shared equitably (African Development Bank Report, 2008).

16
Governments around the world are under pressure from their populations to achieve development
goals with the money raised, primarily in the form of taxes (Wang, 2018). According to Njenga
(2019), implementing a Performance Management Framework (PMF) through careful planning
will go a long way toward guaranteeing that these county administrations in Kenya are
answerable to their constituents.
By adopting this Performance Management Framework, County Governments will shift their
focus from simply documenting their accomplishments to demonstrating how their initiatives
and activities have benefited Kenyans as a whole. This could be attained through adoption of
suitable strategic management practices that will spur development across the forty seven county
governments in Kenya. According to Kanter, Stein and Jick (2017) the strong forces including
technological innovations, professionalism, and demographics shape the process of
organizational adaptation to strategic management practices.
The county governments in Kenya have made some progress in the way they carrying out the
county integrated development plans, according to Wahinya's (2018) observation. This is due to
the crucial role that consultative planning initiatives play in enhancing county government
performance through prompt project completion. Planning, according to Korir and Ndegwa
(2020), is an important factor in development since it shows the organization where it should go,
what it wants to accomplish in terms of a general outcome, and where it will be in the future.
Therefore, county governments in Kenya should devote more time to strategic planning to
demonstrate how planning affects county governance performance, including timely project
completion, accountability, transparency, efficiency, effectiveness, and quality of service
delivery.

17
1.1.1 Performance
The term "performance" describes how well work was completed in comparison to current
accepted criteria for accuracy, completeness, cost, and speed. Firm performance in profit-making
businesses refers to the efficiency of the company in terms of its operational and financial results
(Venkatraman and Ramanujam, 1986). The general attributes of a performance measurement
system, which primarily consists of a relationship between inputs, processes, outputs, and
outcomes directed by set objectives, are measured in the public sector instead. These goals
include project completion, high-quality service delivery, responsibility, openness, and
effectiveness (Gaitho, P. R. Ogutu, M., Awino, Z. B., &Kitiabi, R., 2018). As a result, the
performance measurement system should allow for the execution of some crucial operations
while providing information for decision-making based on the effectiveness and efficiency of
previously adopted information structure.
The use of market processes to supply public services, in addition to specialized innovation
schemes and management initiatives to improve service quality and customer happiness, are
some of the approaches that, according to Gao (2017), have appeared to improve public service
delivery. An organization, according to Armstrong and Baron (2016), is a type of open system,
which means it will always be interacting with the environment in which it functions. The
manner that firms conduct their business has changed as a result of global change. Organizations
must connect all of their goals and activities with the changing environment in order to prosper.
According to Kanter, Stein and Jick (2017) there are many strong forces that influence the
process of organization adaptation. Some of these forces include technological advancements,
professionalism, and demographic characteristics. Due to these changes, organizations may
change their focus, adjust goals, streamline roles and responsibilities, and acquire new forms.

18
Adekunle and Christiana (2016) observed that the performance of local government in Naigeria
has a direct impact on the policies formed since they are at the center of policy making and
implementation. According to Aluko (2016) many development programs that are started at the
local government level have collapsed as a result of poor intergovernmental ties, which have led
to administrative and policy failures. This is a result of the corruption's enduring nature and a
dearth of competent local government leaders resulting to less accountability and transparency.
Despite the strategic measures employed by the national governments to address the issues of
corruption at the local government level, their performance is still wanting.
According to Wahinya (2018), county governments in Kenya have achieved great advancements
in the execution of county integrated development plans (CIDP). By enabling the prompt
completion of findings, such concentrated efforts go a long way toward boosting the
performance of the county administrations.
Korir and Ndegwa (2020) observed that planning plays a central role in performance of
institutions because it gives organizations the direction that they should take, what they want to
achieve as the main goal, where they are and where they wish to go. Therefore, the devolved
governments in Kenya have to focus much on the area of planning if they have to enhance
performance and improve county governance. This study treated performance in Bomet county
government as a multidimensional construct consisting of completion of projects, quality service
provision, accountability and transparency, reduction of cost, effectiveness and efficiency.

19
1.1.2 Strategic Management Practices
The concept of Strategic Management is gaining popularity day by day as more people
appreciate its need. We are living in a very complex and dynamic world where things are
constantly changing in all spheres of our lives. These constant changes affect the management of
institution in that the conventional management approaches are no longer applicable. This has
given rise to new management styles with strategic management being emphasized by scholars
as the only way to catch up with the dynamism within the management domain. The devolution
form of governance is still young and constantly changing too and therefore the need for
implementation of strategic management to meet the needs of the people. County Governments
in Kenya can therefore take advantage of strategic management practices to improve their
overall and day to day performance. This study investigated the influence of resource
mobilization, corporate culture and technology adoption practices on the performance of
Bomet County Government.
The idea of resource mobilization involves obtaining all necessary resources from their diverse,
unique providers. This can be accomplished through growing the organization's networks, which
will make it simpler to acquire them. This also lowers the financial risk compared to solely
depending on the organizations capacity, adds diversity to the management therefore boosting
the managerial capacity of the program. Resource mobilization can therefore be referred to all
actions done to safeguard fresh or additional resources for the County Government of Bomet. It
is all about optimizing the currently available resources (Michael, Kinyua, & Mwamba, 2021).

20
McCarthy and Zald (2016) further indicated that resource mobilization is critical to any
organization as it makes sure that there is a smooth flow of organization’s service provision. This
brings about the long term sustainability by involving all the stakeholders and allowing for
improvements in terms of services or products that the organization produces. The term
"resource mobilization" refers to any initiatives made to provide the organization with new and
sufficient capital as well as to ensure their effective utilization Nzikako, Warue, (2018),
According to Walsh (2017), resource mobilization is crucial for any business that wishes to
guarantee the sustainability of the services it provides to its stakeholders.
Every company requires organizational resources to successfully implement strategies and these
resources include human resources, capital, materials and machinery (Greer, 2021). Schaap
(2012) argues that resources must be available for the implementation of the strategy as
sufficient resources are a crucial factor while lack of / insufficient resources can lead to the
failure in the process of strategy development and implementation. Li, Song, Dolgui and Liang
(2017) observed that the organizations should guarantee that the management as well as support
staff has sufficient resources to enable them drive the organization strategies.
According to a study conducted by Fowler (2004) on resource mobilization in Zambia, effective
resource mobilization tactics require the organization to be able to find a wide variety of both
fiscal and human capital. Lester (2007) asserts that resource mobilization ensures organizations'
and institutions' proper role-playing. He also underlined how resources may provide a secure and
dependable environment for a firm to prosper. The three main resource mobilization indicators in
this study are equipment, human capital, and financial capital.

21
Organizational culture is that distinctive collection of beliefs, values, and styles of work,
relationships that distinguish between one organization and another (Reis, Trullen & Story
2016). An organization's culture is based on a system which helps define how employees think
and make decisions and Pettigrew (2016). Bechane (2017) similarly observed that a strong
culture is considered as a driving force (motivation) to improving the employee performance.
This is because it boosts self-confidence and commitment, diminishes job stress and develops the
ethical behavior of the employees. Motivation, direction, planning and coordination are used in
this study as indicators of organizational culture.
Different behaviors that determine how choices are made inside an organization, how the
organization is structured, and how management enhances performance are the key components
of today’s organization culture. Culture ultimately determines how a company does business and
how survival strategies are applied to increase individual and collective success (Dave Urich,
2011). Similarly, Sun (2015) contented that organizational culture provides a sense of belonging
within an organization’s employees. Therefore, corporate culture should be actively tracked in
organizations if an organization’s workers are expected to perform to their full potential in order
to achieve improved organizational performance. This study conceptualized organizational
culture as teamwork, stakeholder involvement, beliefs and habits.
The world of business is consistently shifting due to the advancement in technology. According
to Kumar & Nayyar, 2020, Technological innovations have the power to transform the way of
doing business. According to Peslak (2015) Information Technology (IT) has played a
significant role in business since the 1950s and the use of technology to reduce costs, improve
operations, enhance customer service, and improve communications has progressed rapidly over

22
the past four decades. Information Technology (IT) capabilities play a pivotal role in increasing
firm performance.
According to Ling (2017) IT capabilities are the varied collections of IT resources that give
businesses the ability to mobilize and deploy these IT-based resources effectively to coordinate
and integrate business processes and enhance service delivery. The operational level organization
of the linked processes is therefore necessary for the proper execution of a technology
management. IT capabilities are the varied collections of IT resources that give businesses the
ability to mobilize and deploy these IT-based resources effectively to coordinate and integrate
business processes and enhance service delivery. The operational level organization of the linked
processes is therefore necessary for the proper execution of a technology management.
Technology adoption is now commonly used by organizations to enhance their performance, as
all companies allow comprehensive use of Information Communication and Technology (ICT) to
strengthen service quality and customer support (Macharia, Iravo, Ondabu & Ombui, 2015).
According to Anjum (2018), ICT utilization ensures that resources are used as efficiently as
possible, which lowers operating costs and raises customer satisfaction. This is made feasible by
establishing accountability and a forum for information sharing.
Choi (2020) claimed that innovation necessitates a process of technological and cultural change.
Culture has a significant impact on one's capacity for innovation and is recognized as a major
driver of both new product innovation and competitive advantage. According to Gunasekaran,
Okko, Martikainen, and Yli-Olli (2015), organizations frequently encounter issues with
technological innovation, which are mostly caused by a lack of capital spending on technology
and a lack of skill in utilizing the technology to its full potential. Organizations that successfully
combine customer value innovation with technological innovation are more likely to experience

23
sustainable development and profitability, claim Kim and Mauborgne (2018). Online services,
ICT hardware, and departmental integration are used in this study as measures of technology
adoption.
1.1.3 Bomet County
The National and local administrative units were established by the Constitution of Kenyan
2010. The fourth schedule outlines the division of responsibilities between the federal
government and local governments. Agriculture, county health services, noise and air pollution
management, cultural events, county transportation, pre-primary education, and county public
works are only a few of the county's duties. The institutional foundation for carrying out County
Government tasks was established by the County Government Act of 2012. The County Organs
are made up of two independent institutions: the County Organs and the Legislature, which are
made up of the County Assembly, the County Assembly Service Board, and other subordinate
bodies. The County Assembly's overarching objective is to make sure that the necessary laws are
passed efficiently to support the effective operation of the County departments and Institutions.
Bomet County, one of Kenya's 47 counties, is situated in the South Rift. Through Kenya Gazette
Supplement No. 53 of 1992, the former Bomet District was created. The administrative divisions
of Bomet County include five (5) Sub-Counties, 25 wards, 66 locations, 177 sub-locations, and
approximately 1,977 villages. According to Articles 125 and 126 of the Public Finance
Management Act of 2012, each county must create an integrated development plan that outlines
the county's medium- and long-term goals. The department of Finance and Economic Planning
worked closely with all other departments to create the second Bomet County Integrated
Development Plan (CIDP II) for the years 2018–2022. The CIDP is the result of an extensive
collaborative process that brought together a cross-section of county stakeholders in each of the

24
25 wards. The Third Medium Term Plan 2018–2022, the Kenyan Constitution of 2010 and the
Sustainable Development Goals have all been taken into account when developing the plan
(SDGs).
1.2 Problem Statement
Strategic management practices have seen many organizations grow substantially. It is when
these practices are ingeniously managed, through a mixture of skills and knowledge that a firm
can gain and perform better. Despite this realization, many organizations are still grappling with
challenges in the operating environment. The County Government of Bomet is faced with
challenges of incomplete projects, lack of accountability, transparency, inefficiencies,
ineffectiveness and poor quality of service provision that have adversely affected its
performance. These bottlenecks have diminished the aspirations and enthusiasm of its citizens
leading to complaints and poor rating of the County Government.
Empirical evidence over time demonstrates credible but not consistent relationships between
strategic management practices and performance. Previous studies that have tested the effect of
strategic management practices on performance focused on general strategic management with
none narrowing down to resource mobilization, organizational structure and technology adoption
which are the main considerations in this research. The effect of these practices on performance
in Bomet County Government has not been looked at in the reviewed studies. The goal of this
research was therefore to investigate the effects that strategic managements practices have on the
performance of Bomet County Government which is one of the forty seven counties in Kenya.

25
1.3 Objectives of the Study
This section comprises general objective and specific objectives of the study.
1.3.1 General Objective
The general objective of this study was to investigate the effect of Strategic Management
Practices on Performance of Bomet County Government in Kenya.
1.3.2 Specific Objectives
The study was guided by the following specific objectives;
i. To examine the effect of resource mobilization on performance of Bomet County
Government, Kenya.
ii. To find out the effect of organizational culture on performance of Bomet County
Government, Kenya.
iii. To determine the effect of technology adoption on performance of Bomet County
Government, Kenya
1.4 Research Hypotheses
H01: There is no significant effect of resource mobilization on performance of Bomet County
Government, Kenya
H02: There is no significant effect of organizational culture on performance of Bomet County
Government, Kenya
H03: There is no significant effect of technology adoption on performance of Bomet County
Government, Kenya
1.5 Significance of the Study
The findings of this study may help policy makers in setting up policies to govern the operations
of County Governments in Kenya. In addition the findings also add to the body of knowledge on

26
the effect of strategic management practices on performance of County governments in Kenya. It
may further contribute to practices that would help in studies relating to the effect of strategic
management practices on performance in the County Governments in Kenya. Finally, the
findings of this study may be helpful to students and academics in establishing a foundation for
new theories in the areas of resource mobilization, organizational culture, and technology
adoption.
1.6 Scope of the Study
This study's scope was assessed in terms of its subject, region, and duration. The study's subject
area was restricted to the subfield of strategic management practices and the larger field of
strategic management.
This research was carried out in Bomet County Government. It focused on the effect of strategic
management practices (resource mobilization, organizational culture and technology adoption)
on performance. County Executive Committee Members, County Chief Officers, County
Directors and County Administrators formed the population of the study. The study was
conducted between April and June 2022.
1.7 Limitation and delimitation of the Study
The research gives an impression of oversight of the county government of Bomet by a more
superior authority thereby making it sensitive. This translated to the unwillingness of some
respondent to freely share the information. The study overcame this by assuring the respondents
that the information obtained was confidential and would only be used for academic purposes.
Also, some respondents declined to disclose sensitive information on how they implement

27
strategic management practices due to competition and confidentiality concerns. To overcome
this, the researcher explained the purpose and intention of the study during data collection.
1.8 Organization of the Study
The study was divided into the following chapters; the first chapter covers the study's
background, the research problem, the research objectives, the study's purpose, the research
hypotheses, the significance of the study, the scope and limitations of the study, and its
assumptions. Knowledge gaps, conceptual framework, empirical review, and theoretical review,
and a summary of the literature review are highlighted in Chapter two. Research design, target
population, sampling and sample size, research instruments, pilot study, data collection
procedures, method of data processing, and ethical considerations are all covered in Chapter
three.

28
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This section seeks to examine theories guiding the study under theoretical sub section, empirical
review which looks at related studies on the current study variables, conceptual framework and
summary of gaps in the reviewed literature.
2.2 Theoretical Literature Review
This chapter focuses on analysis of theories that are pertinent to the research based on study
objectives. These theories include; Resource Based View, Lewins’ change, Durkheim
organizational culture and diffusion of innovation which are discussed as follows;
2.2.1 Resource Based View Theory
The resource based view theory which was first conceptualized by Wernerfeltin 1984 will be
applied in this study. In his theory, Wernerfeltin suggests that any organization has the
capabilities to get and sustain a competitive advantage if it has valuable, rare, imitable and non-
substitutable resources. He further argued that it’s not all the resources that are important within
an organization. The main goal of an organization is therefore making sure that it can easily
access and be in control of valuable resources. In his view, organizations achieve this goal by
internal or external acquisition of all the relevant resources.
Organizations are compelled to rely on a large number of outside suppliers for parts, software,
expertise, and sales in order to maintain competitive advantages. By doing so, they get access to
important resources and external capabilities (Langlois, 2010). The argument presented here is

29
consistent with the requirements and contributing factors that influence firms' decisions
regarding their response strategies, including cost-cutting, the introduction of new products or
services, a focus on core competencies, and labor flexibility and their impact on organizational
performance. "Sustainable competitive advantage arises from resources that are prized, unusual,
imperfectly imitable (because to path-dependence, causal ambiguity, and social complexity), and
non-replaceable," according to Barney (1991). A business is seen from a resource-based
perspective, which acknowledges the significance of past experience, organizational culture, and
capabilities for success.
This theory is pertinent to the study because it demonstrates how the County Government of
Bomet implements its strategies in accordance with the capabilities of its resources. A fair share
from the national government, conditional grants, and local taxes are some of the sources of
financial resources. The County government can use the resource-based view (RBV), a
managerial paradigm; to identify the strategic resources it might deploy to improve performance.
Additionally, the RBV directs managerial attention on the County's internal resources in an effort
to pinpoint the resources, skills, and abilities that have the potential to provide better
performance. The theory therefore addresses the resource mobilization objective in the current
study. The county government of Bomet is striving to actualize its resource mobilization strategy
to enable it implement various programs that have stalled over the years due to inadequate
resources.
2.2. 2 Durkheim’s Theory of Culture
Coined in 1890 by Emile Durkheim, Durkheim’s Theory of Culture was of interest to this study.
According to the theory, culture is the emergent network of representations, holistically grasping
the extensive range of beliefs, values, and symbolic structures of natural completeness, such as

30
tribal groups where he had conducted such in-depth research. According to the thesis, even
though it appears to be impossible, a firm's sociology involves the substance of what the term
"culture" appears to consist of. An organization's tasks and attainment of its objectives are
influenced by its culture.
Subcultures may promote integration with the overall business, but they can also serve as points
of contention Zheng and McLean (2010). The likelihood of cultural differences arising along
status, occupational, or divisional boundaries is high. Evidence of existing subcultures can be
found in a variety of discursive practices within organizations, including the various accounts
employees on different organizational categories give of organizational events in a specialized
form of speech that professionals in some firms share more with colleagues outside the firm than
those who are inside, as well as the various expressive symbols used globally by subgroups to
create their shared sense of mission.
This theory was pertinent to this research because a culture of teamwork and stakeholder
involvement built overtime within the county government of Bomet tends to spur confidence and
believe in the society. This culture when it becomes habitual is difficult to erode and hence will
help in creating an enabling environment where development and economic growth will be
realized. It further allows workers to make decisions in circumstances where there are no formal
guidelines or regulations, circumstances that have not been encountered but which enhance the
organization's performance.
2.2.3 Diffusion of Innovation Theory
The theory of diffusion of innovation (DOI), first put forth by Rogers in 1971, the theory
explains how and why a new concept or technology spreads across people or organizations
within a social system. Perhaps the most popular innovation adoption theory in ICT adoption is

31
the DOI theory, which is founded on psychological and sociological ideas. Innovation diffusion
is the procedure by which a revolution is disseminated throughout the individuals within a social
system over time through communication channels, according to Rogers (1995). Adoption,
according to DOI, is the five-step process by which innovation is accepted: knowledge,
influence, choice, application, and validation.
This theory states that whether an invention is embraced or rejected depends on views of its
relative benefit, compatibility, complexity, triability, and observability Lin (2013). According to
the DOI theory, the pattern of communication flow dictates the pattern of adoption among the
adopting social system's members where the informed users are convinced to adopt the changes
Irani et al, (2013). Technology adoption enables the county government to obliterate the existing
processes and develop new ones that are enabled by modern technologies and concepts; these
included online services, acquisition of modern ICT equipment as well as interdepartmental
integration to enable seamless communication and exchange of data. These technologies can
help the county enhance its service delivery in various sections such as revenue collection, queue
and data management in hospitals, remote working and inter-department integration.
The tenets of this theory show how the adoption of a related innovation that makes use of already
existing systems is influenced by the technology diffusion in a certain geographic area. This
theory is used to explain technology adoption variable. The County government can enhance
performance by leveraging on new technologies.
2.3 Empirical Literature Review
This section deals with review of empirical literature based on study’s objectives which include:
resource mobilization, strategic leadership, organizational culture and technology adoption.

32
2.3.1 Resource Mobilization and Performance
Zehra (2018) conducted a study on Pakistan's banking sector to examine how resource
mobilization affected business continuity management. Managers from 20 banks operating in
Lahore, Pakistan, were surveyed for data. In this research, a Likert scale-based questionnaire
with at least eight items for determining resource mobilization and about fifteen items for
measuring business continuity management was employed. The outcome of this research
revealed that availability of technical system, organizational resources and human resource had a
positive influence on organization’s continuity management. The results further indicated that
proper resources mobilization in organization had ensured continuity and restoration of business
process. The research was conducted in commercial banks in Pakistan while the current study
was conducted on the county Government of Bomet in Kenya.
In Tseikuru Sub County, Kitui County, Hassan (2020) investigated how resource mobilization
tactics affected Community Based Organizations' (CBO) performance. In his study, the three
divisions of Tseikuru Sub County served as the study's target populations. The respondents were
chosen through purposive sampling. Data was collected through interview schedules and
questionnaires. The data was analyzed by use of descriptive statistics and presented in form of
percentages and tables. The findings revealed that financial support, expertise support, non-
financial support contributed to performance of community based organization. The study
recommended that, there is a need for the Community Based Organizations to mobilize for more
resources in order to boost their performance. This research sought to determine the performance
of Bomet County Government where proportionate stratified sampling and simple random
sampling techniques were employed. It utilized correlational research design.

33
In a 2019 study, Musili and Wepukhulu looked at how the performance of total war against
AIDS youth programs in Kenya's Turbo sub-county was affected by resource mobilization
tactics. In this study, a descriptive research design was employed. To choose the 114 participants
for the study's sample, ordinary random selection was performed. Questionnaires were utilized
by the researcher to gather data while both descriptive and inferential analyses were used. The
study found that strategic resource planning enhances the effectiveness of the youth HIV
response. While the current study utilized a correlational research design, this study used a
descriptive research design.
In a 2019 study, Simon, Alala, studied resource mobilization tactics in Kenya's selected counties
with a decentralized style of governance. Descriptive survey design was the study design
employed, and the intended population was surveyed. The departmental heads of five counties—
Nairobi, Kiambu, Kajiado, Nakuru, and Machakos—were the target population. The study used
descriptive and regression statistics for analysis. It was found out that strategies employed for
resources allocation led to efficiency and enhanced development objective. The study covered
five counties where Bomet County was not one of them and therefore, the current study focused
on performance of Bomet County and data was analyzed through both descriptive and inferential
statics.
In their 2017 study, Ng'ang'a, Waiganjo, and Njeru examined the impact of resource
mobilization on organizational performance in Kenya's tourist industry. To ascertain the impact
of resources on the performance of the tourist government agencies, the study employed a cross-
sectional methodology. Staff members in both management and non-management roles made up
the study's population. To choose a sample size, the researcher employed stratified sampling.
Statistics, both descriptive and inferential, were used to analyze the data. The study discovered

34
that a firm's performance was highly dependent on its resources. Important resources in tourist
public owned agencies and organizations were human, physical, technological, and capacities.
The study, however, concentrated on Kenya's tourism industry; the current study was conducted
in the County Government of Bomet.
2.3.2 Organizational Culture and Performance
In 2016, Dahie, Takow, Nur, and Osman evaluated the influence of organizational culture on
performance in Somalia. Organizational culture was determined to have an important impact on
the range of organizational processes, employees, and their performance through an evaluation of
recent empirical studies and models. The numerous cultural dimensions are also defined by this.
The results showed that efficiency could be raised to fulfill the organization's overarching goals
if workers were motivated and held to the same standards and values. While the current study
was undertaken in Kenya, the study was conducted in Somalia under different circumstances.
In their 2016 study, Sengottuvel and Aktharsha looked at how organizational culture affects
performance in the information technology sector. Using a Leading IT business structured
questionnaire, 210 employees were selected as a sample from the population of 1200 IT workers.
Strategic emphasis was identified as the key predictor of organizational performance according
to the results of the Partial Least Square Path Modeling (PLS-PM). Additionally, all facets of
organizational culture taken together explain a significant amount of variation in the performance
of IT organizations. The research used PLS-PM for data analysis while the current one relied on
correlational and regression models in making conclusions.
A Case of Kenya School of Monetary Studies was used in Kamaamia's (2016) investigation of
the impact of organizational culture on performance (KSMS). A survey with a descriptive

35
research approach was used. 110 KSMS employees made up the study population, and 80 people
were chosen for the sample through stratified sampling. The primary data for this study came
from an electronic questionnaire that was emailed to participants. Both descriptive and
inferential statistics were used to analyze the data. The findings suggested that there was some
statistical significance in the relationship between organizational culture and performance. This
study draws strength from this study as it equally used stratified sampling method. However, the
context is different since the focus is on the performance of the county government of Bomet.
A study by Mwau (2016) evaluated the contribution of organizational culture to performance at
Kenya Power. The research used a descriptive survey approach. Employees of Kenya Power
were the study's target group, and a representative sample of 250 employees was used. Stratified
random sampling was used to choose the actual elements of the sample. The study found a
significant and advantageous link between organizational culture and performance. The current
study employed correlational research design in trying to find the connection between culture
and performance in the County Government of Bomet.
2.3.3 Technology Adoption and Performance
Mulwa did a research on the variables affecting county governments' use of ICT in service
delivery in Kenya, Kitui County in 2015 using descriptive research design. Residents and
representatives of the county government of Kenya's Kitui County served as the study's target
demographic. To achieve its goals, the study banked on data gathered using standardized surveys
and an interview guide. The study discovered a strong correlation between the availability of
human resources and the use of ICT for service delivery. While this study examined the
influence of technology adoption on the functioning of the county government of Bomet, the

36
previous study focused on general factors influencing ICT adoption in Kitui County
Government.
Chege (2016) looked at how adoption of information and communication technologies affected
Kenyan financial institutions' financial performance. Seventy respondents to a census survey
were used in the study. Questionnaire was the research tool utilized in the study to gather data.
The study found that Meru County's financial management was significantly impacted by
budgeting process automation. The study discovered that automated method of collecting
revenue has an important role to play in managing the county’s finances. The study employed
census survey design whereas this study adopted descriptive research design.
Benard (2018) investigated how Nairobi City County, Kenya's tax collection was impacted by
information and communication technology considerations. This investigation used a descriptive
research approach. Utilizing content analysis, qualitative data was examined. Descriptive
statistics were employed to analyze quantitative data. The research came to the conclusion that
ICT had a beneficial effect on tax collection in the county administration. Furthermore, it was
found that government ICT policies had a big impact on tax collecting. The study employed
content analysis and descriptive statistics to examine the data, whereas this research used both
descriptive and inferential statistics.
In Kisii Town, Kenya, Omol, Ogalo, Abeka, and Omieno (2016) investigated the effects of
mobile phone uptake and usage on the performance of Micro and Small Enterprises. It was
determined how MSE owners perceived the adoption and usage of mobile phone technology
through the use of a cross-sectional survey study approach. The MSEs were identified using
stratified sampling, and the respondents were chosen using straightforward random sample
procedures, along with questionnaires that were put to gather the data. The study revealed,

37
among other things, that the performance of micro and small businesses is impacted by the
adoption and usage of mobile phone technology. The current study focused on technology
adoption in general and not mobile technology alone.
In their 2018 study, Njoroge and Mugambi looked at the impact of technological innovation
adoption on organizational performance using the example of Kenyan commercial banks. All 46
commercial banks' finance managers received a standardized questionnaire. The study applied a
descriptive survey design. Through the use of survey questions, data was gathered. The findings
of the survey suggest that the adoption of internet banking is positively impacted by an increase
in the average bank asset level. The study obtained data from the banks managers while the
current study utilized data from both the top, middle and bottom level managers of all cadres
working in County Government of Bomet.

38
2.4 Summary of Gaps in Literature Review
Table 2.1 presents the research gaps that the present study sought to fill. The relationship
between performance and management procedures in Bomet County government has not been
adequately brought out by various researches. Further the table indicates that most of the
reviewed literature presented a research gap in concept, context and methodology.
From the reviewed literature, very few studies have focused on strategic management practices
and performance of county governments. This research sought to investigate on the effect of
strategic management practices on performance of Bomet County government. This specifically
unraveled the contribution of resource mobilization, organizational structure and technology
adoption practices in the performance of Bomet County Government.
The data analysis in the research referenced used both descriptive and inferential statistics which
is also the case with the current study indicating that this combination is the best since it has been
used before in other studies. The context of most studies reviewed was different with only a few
documentations on county governments, the current study was limited to Bomet County which
had its unique challenges that were different from other counties and therefore the findings could
differ with those already documented.
From the findings and conclusions of the studies cited, there exist contextual, conceptual and
methodological research gaps that the current study focused on. This study therefore attempted to
tackle these gaps as stated in Table 2.1.

39
Table 2. 1: Summary of Research Gaps
Author Focus of the
Study
Findings Knowledge
gap
Focus of the
current study
Hassan
(2020)
Effects of
resource
mobilization
tactics on
Community
Based
Organizations'
performance in
Kitui County
Financial and non-
Financial support
and expertise
influence
performance of
Community Based
Organizations
The study
used
descriptive
and purposive
sampling
designs. The
research was
done on
CBOs located
in Kitui
The research
adopted a
correlational
research design with
stratified and simple
random sampling
methods being
employed in
identifying
respondents.
The study was based
in Bomet County
Government
Musili
and
Wepuk
hulu
(2019)
Resource
mobilization
strategies on
war against
Aids in Turbo
sub county
Resource
mobilization is a
powerful
instrument for
putting measures to
stop the plague into
action.
The study was
focused on
medical sector
Turbo Sub-
county with
Descriptive
design being
used.
The study was
conducted in Bomet
county government
correlational
research design.
Alala
(2019)
Resource
mobilization
strategies in
devolved
systems in
selected
counties in
Kenya
The resource
mobilization
strategies led to
efficiency and
enhanced
developments in the
counties studied.
The study
majorly used
descriptive
design.
To guarantee that the
respondents are
fairly represented,
the study employed
both descriptive and
inferential statistical
analysis as well as
stratified sampling
and basic random
sampling techniques.
The study was
conducted in one
county that is
Bomet.
Ng’ang
’a,
Waigan
Organizational
resource
mobilization's
Organizational
resources such as
human, physical
The study was
conducted in
Kenya's
The resource
indicators in the
current study are

40
jo and
Njeru
(2017)
impact on
Kenya's tourist
industry
performance
and technological
are critical in
driving
performance in the
industry.
tourist
industry.
financial, human and
equipment and the
focus is Bomet
County government
and not the whole
country.
Dahie,
Takow,
Nor
and
Osman
(2016)
Organizational
culture and
Somalian
enterprises'
performance
Culture has a huge
impact on
organizational
processes, staff and
performance of
firms.
The study was
conducted in
Somalia.
The present study
was carried out in
Kenya.
Sengott
uvel
and
Akthars
ha
(2016)
Role of
organizational
culture on the
Somalian IT
sector's
organizational
performance
The entire
organizational
culture explained
significant
performance
variability.
The study
used PLS-PM
for data
analysis.
The study was
carried out in
the private IT
sector.
This study relied on
both descriptive and
inferential statistics
for data analysis.
The study was
carried out in the
County Government
of Bomet which is a
public sector
institution
Kamaa
mia
(2016)
The impacts of
organizational
culture on
organization’s
performance a
case of the
Kenya School
of Monetary
Studies.
Established a
positive and
significant
connection between
organizational
culture and
performance
Descriptive
survey
designed was
employed
with
purposive
sampling
method used
to pick the
respondents.
Electronic
quesdtionnair
e was mailed
to the
respondents
The study employed
correlational
research design with
stratified and simple
random sampling
methods utilized in
picking the
respondents.
A questionnaire drop
and pick method was
used in data
collection.
Mwau
(2016)
Role of
organizational
culture on
performance of
Kenya power
It was found out
that there exist a
strong and positive
relationship
between
organizational
culture and
performance
Descriptive
survey design
was
employed.
The current study
employed
correlational
research design.
Mulwa Impacts of There exists a The study The study focused

41
(2015) using ICT to
offer services
by county
governments in
Kenya
positive association
between; human
resource
availability and use
of ICT to offer
service
focused on
service
delivery of
County
Governments.
Descriptive
research
design
on performance of
County
Governments of
Bomet which service
delivery is one of the
indicators of
performance.
Correlational
research design was
utilized.
Chege
(2016)
Effect of
information and
communications
technology
adoption on
financial
performance in
financial
institutions in
Kenya
The performance of
financial
institutions
improved when
technological
appliances were
adopted by
financial
institutions in
Kenya
The adopted a
census
approach for
all the
financial
institutions
studied.
The study used
correlational
research design.
The research was
done in the County
Government of
Bomet
Benard
(2018)
Role of ICT on
revenue
collection in
Nairobi City.
ICT usage had a
significant impact
on revenue
collection.
ICT policies also
had a positive
relationship with
high revenue
collection.
The study
employed
content
analysis to
analyze
qualitative
data
The current research
employed
descriptive and
inferential statistics
in data analysis.
Only quantitative
data was collected
using a structured
questionnaire.
Omol,
Ogalo,
Abeka
and
Omieno
(2016)
Impact of
adoption and
use of Mobile
phone
technology on
performance of
MSEs in Kisii
County
A positive
relationship
between mobile
phones use and
performance of
MSEs in Kisii
County
The study
limited itself
to the use of
Mobile
phones only
The current study
looked into the
adoption of
technology in
general to help the
County Government
of Bomet improve
on its performance.
Njorog
e and
Mugam
bi
(2018)
Adoption of
technological
innovations and
performance of
commercial
Banks in Kenya
Technological
innovations has
increased due to
adoption of relevant
technologies in the
Banking industry
Descriptive
survey design
was utilized.
The study was
carried out in
the Banking
industry
Correlational
research design was
used in the current
study.
Bomet County is a
public institution
hence the context
was different.
Source: Researcher (2022)

42
2.5 Conceptual Framework
Figure 2. 1: Conceptual framework
Source: Researcher (2022)
This is the interpretation of how the researcher’s variables interact with each other (Mugenda &
Mugenda, (2003). This defines the variables needed in the research. The following framework’s
goal is to establish how the independent variable strategic management practices made up of
resource mobilization, organizational culture and technology adoption relate with Performance.
This relationship is depicted in figure 2.1 below.

43
The dependent variable (Performance of Bomet county government) is contributed to by several
factors which make up the independent variables. The research has established a direct
connection between resource mobilization and improved performance where proper resources
(financial, human and equipment) mobilization is likely to boost performance of an organization.
A well-established organization culture with teamwork, stakeholder involvement and good
beliefs and habits as the key pillars will lead to improved performance. Also, Adoption of
technology including online services, ICT equipment and Interdepartmental integration will
automatically enhance the performance of an organization. However, it is clear that none of these
three variables can lead to improved performance of any organization solely. This is the reason
why all the three factors have to be integrated in the whole management chain for better
performance.

44
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This section covers the research design, the study's target demographic characteristics, the
sample size and design, data collection, the tool and technique used to collect the data, data
analysis and presentation, and lastly, the ethical issues that were taken into account during the
study.
3.2 Research Design
This study employed correlational and cross-sectional research designs. Correlational research
design is used to obtain information where the researcher measures two variables, understands
and assess the statistical relationship (Creswell, 2012). This particular technique was relevant as
it involved detailed study without interference of any variable and analysis on the effect of
strategic management practices on the performance of Bomet County Government in Kenya.
Cross- sectional research design on the other hand was utilized since the study falls under
observational research that analyzes data of variables collected at one given point in time across
a sample population from the County.
3.3 Target Population
A population is defined as the total collection of people or things being considered in an area of
research and sharing a similar characteristic Mugenda & Mugenda (2003). The 141 staff
members who made up the population include 10 members of the county executive committee,
20 county chief officers, 50 county directors, and 61 county administrators. The researcher

45
specifically selected this group of people because they had the necessary knowledge related to
the research variables. The population distribution was presented in table 3.1.
Table 3. 1: population distribution
Category Population
County Executive Committee 10
Chief Officers 20
County Directors 50
County Administrators 61
Total 141
Source: Bomet County Government, HRM Report of 2020
3.4 Sampling method and sample size
Sampling techniques and sample size are important to establish the representatives of the sample
for generalization Boddy (2016). While a basic random sample approach was used to choose the
respondents for the study, proportional stratified sampling was used to guarantee that all
instances were fairly represented.
3.4.1 Sample size
In obtaining the sample size, the study employed Yamane (1967) formula with a 5% margin of
error.
n = __N____
1+N (e) 2
141
1+131*(0.05)2
n = 106

46
Where n= sample size, N is the population and e is the level precision
The sample size was 106 respondents which represented 75% of the population (141). The
proportionate sharing of sample size was obtained as shown in Table 3.2.
Table 3. 2: Distribution of Sample Size
Category Population Sampling
factor
Sample
size
County Executive Committee Members 10 0.75 8
County Chief Officers 20 0.75 15
County Directors 50 0.75 37
County Administrators 61 0.75 46
Total 141 0.75 106
Source: Research (2022)
3.5 Data Collection method
In order to obtain approval to do the research, the administration of Bomet County was contacted
through the County Secretary's office. Because the population to be studied is large and
dispersed, the researcher employed research assistant in interviewing the respondents. The
researcher’s NACOSTI letter and that from the Graduate School were presented to the
management of Bomet County. This was followed by a notification letter specifying the duration
of the study sent to the respondents during the data collection period.

47
3.6 Data Collection Instrument
A semi structured questionnaire was used for data collection which consisted mainly of closed
ended questions. The questionnaire was broken into 5 sections, numbered A to E. Section A
gathers information on the respondents' backgrounds, while sections B and C focus on
organizational culture and technology adoption, respectively, and section E measures
organizational performance. On a Likert scale, respondents were asked to assess each item in
Sections B through E according to how strongly they agreed or disagreed with them.
3.7 Pilot Study
Before beginning the actual data collecting procedure, the researcher conducted a pilot study
with a small sample size to help assess the quality of the questionnaires and spot any
shortcomings (Patel, Godden, Royster, Timmerman, Crooker, & McDonald, 2017). Mugenda
and Mugenda (2003) claim that a pilot research that uses a sample that is a tenth of the overall
sample and has homogeneous features is adequate. Therefore, 11 respondents working in
Kericho County Government were picked for piloting, Kericho County Government was chosen
as it borders Bomet County. The questionnaire was piloted to ensure that any mistakes or items
that were missing were discovered and corrected thereby ensuring that they were valid and
reliable.
3.7.1 Validity of the Research Instrument
A validity test entails determining whether the data collection tool produced information relevant
to the study's stated objective (Orodho, 2005). Experienced researchers were asked to review the
data collection tools for ambiguity, clarity, and appropriateness of the items used to
operationalize each variable would be utilized to evaluate the construct validity. In order to
ensure that the items in each variable are adequate and representative of the study's purpose and

48
objectives, content validity was taken into account when creating and operationalizing the data
collection instruments. Finally, a panel of specialists who provided their opinions on whether the
instruments were fit tested their face validity.
3.7.2 Reliability of the Research Instrument
The degree of consistency of results over time and how accurately they reflect the entire
population under investigation are both considered aspects of reliability. Therefore, if the study
results can be replicated using a comparable methodology, they are considered reliable (Joppe,
2000). Internal consistency, split-half, and test re-tests procedures are typically the three methods
used to measure reliability (Cohen, Manion and Marrison, 2012). Finding Cronbach's alpha
values in this study was utilized to determine the reliability of the quantitative data, and a score
of greater than 0.7 was regarded acceptable (Joppe, 2000).

49
3.8 Operational Definition of Variables
The variables as presented in table 3.4 were operationalized in the study.
Table 3. 3: Operationalization and Measurement of Variables
Variable Type Indicators Operationalization Scale
Performa
nce
Depen
dent
 Completion of
projects
 Service quality
 Accountability
 Transparency
 Efficiency
 Effectiveness
A measure of the Performance
of Bomet County Government
based on performance
indicators. The effect of
Independent variables on
performance was based on R
and R2
coefficients.
Rating scale
(5-1)
Ordinal
Resource
mobilizat
ion
Indepe
ndent
 Financial Capital
 Human capital
 Equipment
The effect of resource
mobilization on performance
indicated by R and R2
coefficients.
Rating scale
(5-1)
Ordinal
Organizat
ional
culture
Indepe
ndent
 Adaptability
 Involvement
 Beliefs and
habits
The influence of organizational
culture on performance
coefficients.
Rating scale
(5-1)
Ordinal
Technolo
gy
adoption
Indepe
ndent
 Online services
 ICT equipment
 Interdepartmenta
l Integration
The contribution of technology
adoption on performance
coefficients.
Rating scale
(5-1)
nominal
Source: Researcher, (2022)

50
3.9 Data Analysis and Presentation
The acquired data was coded and sorted for easy analysis. The degree of dependency between
variables was assessed using inferential statistics, such as correlation and multiple regression
analysis. The data was presented using descriptive statistics like mean and standard deviation.
This statistical technique was applied to determine the individual contributions of each variable
to the dependent variable, both in terms of direction and magnitude, as well as the total impact of
the independent variables on the dependent variable (Hair et al., 2006). The values of the beta
coefficients reveal the amount of variability in the variables that the factors under examination
can explain, as indicated by the coefficient of determination R squared.
The following regression equation was used:
Y = β0 + β1X1 + β2X2 + β3X3 + ε
Whereby Y= dependent variable (Performance)
β0 = Constant
X1 = Resource mobilization
X2 = Organizational culture
X3 = Technology adoption
β1, β2, and β3 are coefficients of determination
ε is the error term

51
3.9 Ethical Consideration
The researcher obtained a research authorization letter from Kenyatta University and a permit
from the National Commission for Science, Technology, and Innovation before traveling to the
study area (NACOSTI). The objectives of the study, the methodology, the authority of the
researcher, and the application of the findings were adequately disclosed to the respondents. This
was done so that individuals can decide for themselves whether or not they wished to take part in
the study. The respondents were not required to indicate their names in the questionnaire.
Respondent’s confidentiality was also guaranteed during the study.

52
CHAPTER FOUR
DATA ANALYSIS AND DISCUSSION
4.1 Introduction
This chapter presents the results and analysis of the findings in relations to the objectives of the
study. The data was collected using a structured questionnaire designed in line with the study
constructs. Mean and standard deviation were used to summarize the data while regression and
correlation analysis models were employed to test the effect of independent variables on the
dependent variable. Tables summarising the analysis carried out are presented and the
subsequent interpretation of results provided.
4.2 Response Rate
A 100 % (106) response rate was achieved.
4.3 Demographics of Respondents
The study sought to assess the demographic information of the respondents in regards to their
gender, the number of years they had worked in the county and the highest academic
qualification achieved.
4.3.1 Gender of the Respondents
The study established the gender of the respondent involved in the study as presented in Table
4.1.

53
Table 4. 1 Gender of the Respondents
Frequency Percentage Cumulative Percent
Male 55 51.9 51.9
Female 51 48.1 100.0
Total 106 100.0
Source: Research Data (2022)
The findings presented in Table 4.2 indicates that majority of the respondents 55(51.9%) were
male while 51(48.1%) were female. This implies that the both gender were well represented in
the study.
4.3.2 Number of years worked
The study also sought to find out the number of years that the respondents had worked in the
county. The results are illustrated in Table 4.2.
Table 4. 2 Years worked
Frequency Percentage Cumulative Percent
Less than 2 years 21 19.8 19.8
2 – 5 years 7 6.6 26.4
6-9 years 70 66.0 92.5
More than 9 years 8 7.5 100.0
Total 106 100.0
The findings established that majority; 70(66.0%) of the respondents had worked at the county
for 6-9 years. Another 21(19.8%) had worked for less than 2 years. 8(7.5%) of the respondents
indicated that they had worked for more than 9 years, this group was already in place before the
county government of Bomet was established. Lastly, 7(6.6%) of the respondents had worked in
the county for 2-5 years. The period of time working at county majority was deemed sufficient to

54
be aware of the manner in which strategic management practices are carried out at the county.
Therefore, it can be concluded that the respondents were able to provide sufficient information
for the study.
4.3.3 Highest Level of Education
Table 4.3 indicates the respondents’ highest level of education.
Table 4. 3 Highest Level of Education
Frequency Valid Percent Cumulative Percent
Diploma 41 38.7 38.7
Degree 49 46.2 84.9
Post Graduate Diploma 10 9.4 94.3
Post Graduate Degree 6 5.7 100.0
Total 111 100.0
Source: Research Data, (2022)
The findings established that majority of the respondents; 49(46.2%) had attained a degree as
their highest level of education followed by 41(38.7%) of them having acquired a diploma with
10(9.4%) having a postgraduate diploma and 6(5.7%) of the respondents were in possession of a
post graduate degree as their highest level of education. Therefore this implies that the
respondents’ level of education was sufficient enough and fairly suitable for understanding the
county government operations.
4.3 Descriptive Statistics
In this section, descriptive analysis for the study variables; resource mobilization, organizational
culture, Technology adoption firm performance is discussed. These descriptive statistics
summarize the main characteristics of each of the study variables.

55
4.3.1 Resource Mobilization
The respondents indicated the effect of resource mobilization on the performance of Bomet
county government. The descriptive results are summarized and presented in Table 4.4. A Likert
scale of 1-5 was used to measure the indicators where 1 represented “strongly disagree’’ and 5
represented “strongly agree”. The central point of the scale was 3 representing "neither agree nor
disagree". Low scores of less than 2.5 were associated with low levels of resource mobilization
and high scores greater than 2.5 were associated with high levels of resource mobilization.
Table 4. 4: Resource Mobilization
Resource Mobilization Items
N Min Max Mean Std.
Deviation
Statistic Statistic Statistic Statistic Statistic
 Financial capital from revenue collection
has enabled the county government
improve its performance.
106 3.00 4.00 3.773 .420
 Recruitment of adequate and competent
human capital acquired has led to better
performance in the county government of
Bomet.
106 3.00 5.00 4.132 .723
 Availability of relevant equipment has led
to increase in performance of the county
government of Bomet.
106 2.00 5.00 3.726 .609
 The county government has acquired
expertise that helps in mobilizing
resources to improve performance of
county government of Bomet.
106 1.00 5.00 3.849 .673
 Resource mobilization as a strategic
management practice has an effects on
the performance of Bomet County.
106 2.00 5.00 3.990 .543

56
The findings on resource mobilization indicated that (μ = 3.773, δ = .420) the respondents agreed
that financial capital from revenue collection has enable the county government to operate better.
It also indicated that the respondents agreed (μ = 4.132, δ = .723) that recruitment of adequate
and competent human capital acquired has also led to improved performance. The findings
further showed that the respondents (μ = 3.726, δ = .609) agreed that the availability of relevant
equipment has enable the county government handle its operations effectively. On relevant
expertise to mobilize resources, majority of those polled (μ = 3.849, μ = .673) agreed that this
expertise has enabled the county hit performance targets. Respondents also agreed (μ = 3.990, δ
= .543) that resource mobilization as a strategic management practice has helped the county
government achieve its set objectives thereby improving performance.
4.3.2 Organizational Culture
In this section the respondents indicated the effect of organizational culture on the performance
of Bomet county government. The descriptive results are summarized and presented in Table 4.5.
A Likert scale of 1-5 was used to measure the indicators where 1 represented “strongly
disagree’’ and 5 represented “strongly agree”. The central point of the scale was 3 representing
"neither agree nor disagree". Low scores of less than 2.5 were associated with low levels of
Organizational Culture and high scores greater than 2.5 were associated with high levels of
Organizational Culture.

57
Table 4. 5: Organizational Culture
Organizational Culture Items
N Min Max Mean Std.
Deviation
 Employees are involved in decision
making leading to performance of
county government of Bomet
106 3.00 5.00 3.849 .493
 The county government of Bomet
has beliefs and habits that have led
to county government performance.
106 3.00 5.00 3.660 .630
 There is culture of teamwork
leading to high performance in the
county government.
106 3.00 5.00 3.792 .628
 The county government encourages
stakeholder participation in
decision making and this has led to
improved performance in the
county government.
106 1.00 5.00 3.943 .701
 The county government of Bomet
embraces a positive organizational
culture which has led to increased
performance.
106 1.00 5.00 4.009 .710
On organizational culture, the respondents indicated that (μ = 3.849, δ = .493) there is a culture
of employee involvement in decision making which has enabled the county government create
an enabling environment to drive performance. The respondents agreed (μ = 3.660, δ = .630) that
there exists positive belief and habits that have created a vibrant working environment in the
county government of Bomet. The findings further showed that the respondents (μ = 3.792, δ =
.628) agreed there is culture of teamwork leading to high performance in their various
departments. On relevant expertise to mobilize resources, majority of those who polled (μ =
3.943, μ = .701) agreed that the county government encourages stakeholder participation in

58
decision making and this has led to improved performance in the county government.
Respondents also agreed (μ = 4.009, δ = .710) that the county government of Bomet generally
embraces a positive organizational culture as a strategic management practice which has led to
increase in performance.
4.3.3 Technology Adoption
Respondents were asked to rate effect of technology adoption on performance in Bomet county
government. The descriptive results are summarized and presented in Table 4.6. A Likert scale
of 1-5 was used to measure the indicators where 1 represented “strongly disagree’’ and 5
represented “strongly agree”. The central point of the scale was 3 representing "neither agree nor
disagree". Low scores of less than 2.5 were associated with low levels of technology adoption
and high scores greater than 2.5 were associated with high levels of technology adoption.
Table 4. 6: Technology Adoption
Technology Adoption Items
N Min Max Mean Std.
Deviation
 The county government leverages on
its technology to provide online
services to its stakeholders leading to
improvement in performance.
106 2.00 5.00 3.650 .743
 The county government has acquired
relevant ICT equipment to help in
office operations hence improving
performance.
106 2.00 5.00 3.632 .865
 Interdepartmental integration enabled
by technology adoption has led
seamless information exchange which
has translated to better performance in
county government of Bomet.
106 2.00 5.00 3.717 .777

59
 Adoption of new technologies has
helped the county government to
streamline internal and external
communication hence leading to
increase in performance
106 2.00 5.00 3.849 .913
 Technology adoption has influenced
the performance of Bomet County
Government to a great extent.
106 2.00 5.00 3.886 .831
The findings on technology adoption indicated that majority of the respondents (μ = 3.650, δ =
0.743) agreed leverages on its technology to provide online services to its stakeholders leading to
improvement in performance. They also agreed (μ = 3.632, δ = .865) that county government has
acquired relevant ICT equipment to help in office operations. The findings further showed that
the respondents agreed (μ= 3.717, δ = .777) that interdepartmental integration has been majorly
enabled by technology adoption which had led to seamless information. Majority of the
respondents (μ = 3.849, δ = .913) agreed that the adoption of new technologies has helped the
county government to streamline internal and external communication hence leading to increase
in performance. Lastly, the respondents with a mean of (μ =3.886) and standard deviation of (δ
=.831) agreed that technology adoption as strategic management practice has generally
influenced the performance of Bomet county government.
4.3.4 Performance
Table 4.7 provide details of the means and standard deviation for Bomet county government with
regard to responses relating to its performance. Using a five point Likert scale, the questionnaire
had 5 items covering performance with a scale ranging from 1 to 5. 1 represented “strongly
disagree’’ and 5 represented “strongly agree”. The central point of the scale was 3 representing

60
"neither agree nor disagree". Low scores of less than 2.5 were associated with low levels of
performance and high scores greater than 2.5 were associated with high levels of performance.
Table 4. 7: Performance
Performance Items
N Min Max Mean Std.
Deviation
 Strategic management practices have
led to timely completion and of
projects in Bomet County.
106 1.00 5.00 3.528 .706
 Strategic management practices has
led to provision of quality service in
the County Government of Bomet
106 1.00 5.00 3.490 .842
led to accountability and transparency
in the County Government of Bomet
106 1.00 5.00 3.358 1.043
helped County Government of Bomet
to save operational costs in delivery
of services
106 2.00 5.00 3.698 .664
 Strategic management practices have
enabled County Government of
Bomet to be efficient and effective in
delivery of services.
106 1.00 5.00 3.735 .842
The research findings on performance as a dependent variable indicated that majority of the
respondents (μ = 3.528, δ = .706) agreed that strategic management practices have led to timely
completion and of projects in the county. It also revealed that most of the respondents agreed (μ
= 3.490, δ = .842) that strategic management practices has also led to provision of quality
services in the county. On accountability and transparency in the county government of Bomet,

61
the respondents agreed (μ = 3.358, δ = 1.043) that strategic management practices employed has
led to accountability and transparency to a large extent. Similarly on operational costs, the
respondents agreed that strategic management practices have helped county government of
Bomet to substantially lower all costs of operation (μ = 3.698, δ = .664). Lastly, the respondent
believe that strategic management practices has enabled the county government of Bomet to be
efficient and effective in delivery of services to its citizen ((μ = 3.735, δ = .842).
4.4 Inferential Analysis
Inferential analysis was used to assess the effect that mobilization of resources, organizational
culture and technology adoption had on performance of the county government of Bomet.
Pearson correlation coefficient was employed to examine the direction and strength of the effect.
Regression analysis was also used to determine the association by predicting the variation of the
dependent variable from the independent variables under study.
4.4.1 Correlation Analysis
Before establishing regression between the variables, a correlation test was performed.
According to Field (2000) correlation measures the strength and direction between variables. The
correlation matrix in Table 4.8 shows the correlation between the variables.
Table 4. 8: Correlation Analysis
Resource
Mobilization
Organizational
Culture
Technology
Adoption
Performance
Resource
Mobilization
Pearson Correlation 1 .271 .095 .423
Sig. (2-tailed) .045 .038 .021
N 106 106 106 106
Organizational
Culture
Pearson Correlation 1 .185 .321
Sig. (2-tailed) .048 .040
N 106 106 106

62
Technology
Adoption
Pearson Correlation 1 .246
Sig. (2-tailed) .001
N 106 106
Performance
Pearson Correlation 1
Sig. (2-tailed)
N 106
The study established a positive statistical effect of resource mobilization, organizational culture and
technology adoption on performance (r =.423, .321 and .246, P<0.05). It was also established that
resource mobilization had a positive and significant effect on organizational culture as well as
technology adoption (r =.271, P<0.05) and (r =.095, P<0.05). While organizational culture also had a
positive and significant effect on technology adoption (r = .185, p < 0.05).
4.5 Hypotheses Tests
To tests hypotheses, a linear regression model was conducted.
The model was run as;
Y = β0 + β1X1 + β2X2 + β3X3 + ε
Whereby Y= dependent variable (Performance)
β0= Constant
X1 = Resource mobilization
X2 = Organizational culture
X4 = Technology adoption
β1, β2, and β3 are coefficients of determination
ε is the error term

63
4.5.1 Resource Mobilization and Performance of Bomet County Government
The first objective was to determine to examine the effect of resource mobilization on
performance of Bomet County Government, resource mobilization as a strategic management
practice was operationalized as a composite variable that consisted of three indicators of
financial capital, human capital and equipment.
Hypothesis 1 stated;
H01: There is no significant effect of resource mobilization on performance of Bomet
County Government, Kenya
Table 4. 9: Regression Analysis for Resource Mobilization and Performance
Variable No. of
Observations
Beta
Standard
Error t- Statistic p-value
Constant 106 17.056 1.237 13.787
Resource mobilization 106 .239 .061 .634 .000
R =.423
R2 =.178
F =23.402
Durbin Watson =2.288
*p<0.05
Table 4.9 indicates the regression analysis of resource mobilization and performance of Bomet
County Government. Durbin-Watson (D=2.288) is within the established range of 1-3 and thus
indicates that data met the assumptions for normality. The correlation between resource

64
mobilization and performance was positive and significant (R = .423, p<0.05). This means that
effect of resource mobilization on performance was very weak suggesting that whenever Bomet
County Government invested on resource mobilization as a strategic management practice there
was a very slight improvement on performance.
Further, the results indicated that resource mobilization significantly predicted performance (β1=
.239, t= .634; p<0.05), which means that a unit increase in resource mobilization produced a .239
change in performance of Bomet County Government. The R squared value disclosed that
resource mobilization accounted for 17.8 percent of the variance (R2
= .178, F= 23.402; p<0.05),
indicating that the larger percentage (82.2%) of variation in performance was explained by other
factors not captured in the first variable. The hypothesis that there is no significant effect of
resource mobilization on the performance of Bomet County Government is therefore rejected
and the alternate hypothesis that there is significant effect of resource mobilization on the
performance of Bomet County Government is supported.
The findings indicates that resource mobilization as a strategic management practice is not a
significant pointer to performance in Bomet County Government, This implies that there are
other practices which plays critical roles in the performance of the County Government.
The study findings are similar to those of Zehra (2018) who established that proper resources
mobilization in organization ensured continuity and restoration of business process, Hassan
(2020) who found out that financial support, expertise support, non-financial support contributed
to performance of community based organization in Kitui County and Musili and Wepukhulu
(2019) who in their study found out that that strategic planning for resources contributes to
improved performance in organizations. Similarly, a study by Simon, Alala, (2019) indicated that

65
strategies employed for resources allocation led to efficiency and enhanced development. Lastly
the findings also mirrors Ng’ang’a, Waiganjo and Njeru’s (2017) study that documented that
human, physical, technological and capabilities were the most influential resources in tourism
public owned agencies and organizations.
4.5.2 Organizational Culture and Performance of Bomet County Government
The second objective was to determine the effect of organizational culture on performance of
Bomet County Government, organizational culture as a strategic management practice was
operationalized as a composite variable that consisted of three indicators of teamwork,
stakeholder involvement, beliefs and habits.
Hypothesis 2 stated;
Ho2: There is no significant effect of organizational culture on performance of Bomet
County Government, Kenya
Table 4. 10: Regression Analysis for Organizational Culture and Performance
Variable No. of
Observations
Beta
Standard
Error t- Statistic p-value
Constant 106 21.390 3.162 6.766
Organizational Culture 106 .186 .163 1.138 .000
R =.321
R2 =.103
F =1.296
Durbin Watson =2.383
*p<0.05

66
The effect of organizational culture on performance of Bomet County Government is presented
in Table 4.10. The Durbin-Watson results (D=2.383) is also within the established range of 1-3 and
thus indicates that data met the normality assumptions. The correlation between organizational
culture and performance was equally positive and significant (R = .321, p<0.05). Meaning the
effect of organizational culture on performance was also weak implying that whenever Bomet
County Government invested on organizational culture as a strategic management practice there
was a slight improvement on performance.
The results further indicated that organizational culture significantly predicted performance (β1=
.186, t= 1.138; p<0.05), which means that a unit increase in organizational culture investment
produced a .186 variation in performance of Bomet County Government. The R squared value
revealed that organizational culture accounted for 10.3 percent of the variance (R2
= .103, F=
1.296; p<0.05), indicating that a bigger percentage (89.7%) of variation in performance was
explained by other factors not captured in the second variable. The hypothesis that there is no
significant effect of organizational culture on the performance of Bomet County Government is
therefore rejected and the alternate hypothesis that there is a significant effect of organizational
culture on the performance of Bomet County Government is supported.
The findings are consistent with those of Dahie, Takow, Nur, and Osman (2016) who discovered
that organizational culture has a profound effect on the variety of organizational processes, staff
and their performance. Sengottuvel and Aktharsha (2016) findings also indicated that strategic
emphasis on culture was the important predictor of organizational performance. Similarly,
Kamaamia (2016) results indicated that the connection between organizational culture and

NG’ETICH ERIC KIPKOECH_FINAL_PROJECT-1.doc

NG’ETICH ERIC KIPKOECH_FINAL_PROJECT-1.doc

Recommended

Recommended

More Related Content

Similar to NG’ETICH ERIC KIPKOECH_FINAL_PROJECT-1.doc

Similar to NG’ETICH ERIC KIPKOECH_FINAL_PROJECT-1.doc (20)

More from kiokosoft

More from kiokosoft (12)

Recently uploaded

Recently uploaded (20)

NG’ETICH ERIC KIPKOECH_FINAL_PROJECT-1.doc