The Impact of Strategy Implementation on the Performance of Ugandan State Agencies: A Quantitative Study
Year: 2023
Type: article
Study design: Observational Study
Abstract: This study examines how strategy implementation affects the performance of Ugandan state agencies. It conceptualizes strategy implementation as operationalization and institutionalization and measures performance by efficiency and effectiveness. This study used a cross-sectional design with a standardized questionnaire to interview 160 state agencies. Respondents included the CEO/Managing Director, Deputy/Assistant CEO, Corporation Secretary, and Heads of Department from each agency's top management team (TMT). Each agency had at least three TMT members participate in the online survey, which was chosen because of COVID-19 restrictions. The data analysis methods were factor, descriptive, and multilinear regression analyses. This study adhered to the ethical principles of informed consent, confidentiality, and anonymity. Ugandan state agencies perform better when implementing their strategies effectively. Statistical analysis reveals that institutionalization is a key driver of performance outcomes, with a positive and highly significant coefficient (p = 0.000). Conversely, operationalization exhibits a limited correlation with performance, with a positive but negligible coefficient (p = 0.140). These results emphasize the importance of matching the strategy to the internal climate of a company. This study makes a significant contribution to the field of strategic management, especially in the public sector, with a primary focus on the operations of Ugandan state agencies. This groundbreaking research explores this relationship in a developing country. It methodically examines the profound effects of executing various strategies on these entities. This study contributes to the literature on strategic management in the public domain. The insights and recommendations derived from this study are valuable for professionals and policymakers involved in creating and implementing strategic plans in the public sector. This study offers practical and theoretical contributions to strategy implementation and performance in the public sector context. This finding suggests that state agency managers and policymakers should foster a supportive culture, enhance leadership skills, facilitate communication channels, allocate adequate resources, and adapt to environmental changes to improve strategy execution and outcomes. It also adds to the literature on strategic management in the public sector context, especially in developing countries.
Language: English
Field: Social Sciences
Domain: Social Sciences
Open Access status: diamond
OpenAlex ID: W4390344991