Project Risk Management Strategies and Project Performance in Health Non-Governmental Organizations in Nairobi City County, Kenya
DOI:
https://doi.org/10.47941/jepm.3830Keywords:
Risk Response Strategies, Risk Control Strategies, Project Performance, Non-Governmental OrganizationsAbstract
Purpose: This study sought to assess the influence of project risk management strategies on project performance in health non-governmental organizations in Nairobi City County, Kenya. Specifically, the study sought to assess the influence of risk response strategies on project performance in health non-governmental organizations in Nairobi City County, Kenya and to establish the influence of risk control strategies on project performance in health non-governmental organizations in Nairobi City County, Kenya. This study was guided by Resource-Based View (RBV) Theory and Control Theory.
Methodology: The study used descriptive research design. The unit of analysis was ten (10) NGOs in the health sector in Nairobi City County. The total target population for this study therefore comprised of 110 employees at different project managerial levels currently working with the ten health sector NGOs. The study used census method since the target population is small. This research used questionnaires to collect primary data. The pilot study was carried out on 11 respondents. SPSS was used to analyze the data collected from the field. Quantitative data collected was analyzed using descriptive statistics techniques.
Findings: The study found that risk response strategies have a positive and significant effect on project performance in health non-governmental organizations in Nairobi City County, Kenya. The study also found that risk control strategies have a positive and significant effect on project performance in health non-governmental organizations in Nairobi City County, Kenya.
Unique Contribution to Theory, Practice and Policy: Based on the findings, the study recommends that the management of health non-governmental organizations in Kenya should strengthen risk control strategies by establishing continuous monitoring and control mechanisms that track identified risks, assess the effectiveness of implemented responses, and detect emerging risks throughout the project lifecycle. In addition, the study recommends that the management of health non-governmental organizations in Kenya should implement well-defined and timely risk response strategies by developing and regularly updating risk response plans that clearly outline mitigation, avoidance, transfer, or acceptance actions for prioritized risks.
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Copyright (c) 2026 Emma Asidie Kono, Dr. Alexander Kyule
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