Strategy Implementation Drivers and Performance of Kenya Airport Authority: A Case of Moi International Airport Mombasa County, Kenya

Abstract

Amidst ever-emerging airports dynamics that make competition stiffer day-by-day, airports can use variety of strategy implementation drivers to maximize their performance. Kenya Airport Authority developed a five-year tactical plan to improve the overall performance for the company. However, the expected outcomes have not been obtained. Many researchers have pointed out on strategic management process but very few have attempted to prove that strategy implementation can yield better results owning to the fact that Kenya Airports Authority largely contribute to the country’s economy. This prompted this research on strategy implementation drivers on performance of Kenya Airports Authority: A case of Moi International Airport, in Kenya’s Mombasa County. The following specific goals steered the study; strategic communication, strategic structures, strategic leadership, and strategic resources on performance of Kenya Airports Authority: A case of Moi International Airport, Mombasa County in Kenya. The balance scorecard model, open system theory, transformational leadership theory, and resource-based philosophy served as the study's guiding theories. Descriptive research methodology was employed in the study. 66 respondents from Moi International Airport made up the sample population. Due of the limited population, the researcher utilized a census research design. The information was gathered via a semi-structured questionnaire. A pilot study was undertaken to test and assess the data collection tool's accuracy. Descriptive and inferential statistics were used to analyze the data. The research results were presented using pie charts, tables, and graphs. The majority of respondents agreed with numerous performance indicators, including those for strategic communication, strategic structure, strategic leadership, and strategic resources. Correlation analysis found a statistically significant association between performance and strategic communication, strategic structure, strategic leadership and strategic resources. Further, the model summary revealed that 83.1% of disparity in the performance was due to changes in strategic communication, strategic structure, strategic leadership and strategic resources. A conclusion was made that adopting an excellent implementation driver’s yield better organizational performance. The researcher recommended that engaging employees in communication, adoption of a collaborative structure, deployment of strategic leaders, mobilizing and building networks of resources, could do this. The study outcomes will help airports’ management in improving their performance and gaining an advantage over competitors. The study's findings will be used as guidance for those who make policies as they come up with rules and regulations governing airports.