Strategy Implementation Practices and Performance of Humanitarian and Development Organisations
DOI:
https://doi.org/10.47941/jbsm.1294Keywords:
Organizational Culture, Organizational Structure, Organizational Leadership, Resource Allocation, Donor Funding Conditions, and Humanitarian OrganizationsAbstract
Purpose: The field of humanitarian and development groups has grown more significant in recent years in tackling crucial socioeconomic concerns in regions afflicted by crises, catastrophes, and conflicts. This study is a systematic literature review of strategy implementation practices and performance of humanitarian and development organizations (HDOs). The general objective of this study is to examine the effect of strategy implementation practices on performance of HDOs, followed by specific objectives, which are to investigate the effect of organizational culture, structure, leadership and resource allocation on performance of HDOs; to evaluate the moderating effect of donor funding conditions on the relationship between strategic implementation practices on performance of HDOs. The stakeholder theory, resource-based theory, and agency theory all serve as foundations for this research.
Methodology: A total of 108 articles were identified and systematically reviewed. The research method was customized for three databases: Emerald, google scholar, and EBSCO. The keywords used were: "Strategy implementation practices" AND, "performance "AND "Humanitarian organization" OR "development organization" These researches were conducted between 2017 and 2023. Only scientific journals and research reports published in English and French were admitted. The study was focused on African, Asian and American countries. At this level, 38 records had been excluded, and 70 articles had been extracted. All duplication was extensively scrutinized, the abstracts of the papers were thoroughly verified for deeper analysis in order to ensure the quality and relevance of academic paper. The exclusion criterion was that papers must be publishable in English and must be from the above cited databases and countries. Following the removal of duplicate records, 29 more articles were eliminated. Finally, we chose 41 relevant articles and the below features were extracted: original journal articles, research reports published, articles related to the relevant field in strategy implementation and performance of humanitarian organizations, published within 2017 and 2023.
Unique contribution to theory, practice and policy: The study recommends, techniques for collecting and analyzing data, both qualitative and quantitative, should be used. This provides a more detailed and conclusive study finding
Downloads
References
Adem, S., Childerhouse, P., Egbelakin, T., & Wang, B. (2018), International and local NGO supply chain collaboration; An investigation of the Syrian refugee crises in Jordan. Journal of Humanitarian Logistics and Supply Chain Management, Vol. 8 No.3, 2018, pp.295-332. DOI 10.1108/JHLSCM-05-2017-0020
Ahmed, A. R., Shafique, I., & Kalyar, M. (2021), Knowledge management capabilities and organizational agility as liaisons of business performance, South Asian Journal of Business Studies Vol. 11 No. 4, 2022 pp. 397-417 DOI 10.1108/SAJBS-05-2020-0145
Ahmed, W., Najmi, A., Khan, F., and Aziz, H. (2019), Developing and analyzing framework to manage resources in humanitarian logistics. Journal of Humanitarian Logistics and supply Chain Management. Vol.9 No.2, 2019, pp. 270-291. DOI 10.1108/JHLSCM-01-2019-0012
Ahmetoglu, G., Scarlett, L., Codreanu S.C., & Premuzic T.C. (2019), The impact of organizational structure and work autonomy in fostering entrepreneurial tendencies and job performance, Evidence-based HRM: a Global Forum for Empirical Scholarship Vol. 8 No. 1, 2020. DOI 10.1108/EBHRM-11-2018-0070
Alkhadra, W., Khawaldeh, S., & Aldehayyat, J. (2022), Relationship of ethical leadership, organizational culture, corporate social responsibility and organizational performance: a test of two mediation models. International Journal of Ethics and Systems. 2514-9369. DOI 10.1108/IJOES-05-2022-0092
Amir, A. H., & Muathe, S. M. (2018). Strategic Change Management and Performance of Non-Governmental Organizations in Mandera County, Kenya. International Journal for Innovation Education and Research, 6(6), 87-96. https://doi.org/10.31686/ijier.vol6.iss6.1068
Baric, A. (2017). Corporate social responsibility and stakeholders: Review of the last decade (2006-2015). Business Systems Research. Walter de Gruyter GmbH. https://doi.org/10.1515/bsrj-2017-0011
Barney, J. (1991), Firm resources and sustained competitive advantage, Journal of Management, 17(1), 99-120.
Barney, J.B. (1995), Looking inside for competitive advantage, Academy of Management Executive, 9(4), 49-65.
Carayannis, E. G., Ilinova, A., & Cherepovitsyn, A. (2021). The future of energy and the case of the arctic offshore: The role of strategic management. Journal of Marine Science and Engineering, 9(2), 1-20. https://doi.org/10.3390/jmse9020134
Cazenave, B., & Morales, J. (2021). NGO responses to financial evaluation: auditability, purification and performance. Accounting, Auditing and Accountability Journal, 34(4), 731-756. https://doi.org/10.1108/AAAJ-01-2020-4397
Chris Simon, K. S., & Ronoh, D. K. (2017). Strategy Implementation and Performance of Non-Governmental Organizations in Kericho County, Kenya. Management and Organizational Studies, 4(3), 34. https://doi.org/10.5430/mos.v4n3p34
Costa, K. (2020). Maximizing Organizational Performance and Goal-Achievement Through Competency-Based Education (pp. 49-55). https://doi.org/10.4018/978-1-7998-6537-7.ch003
Do, T., Khuong, N., Mai., Nguyen, H., & Trang, D. (2022), The impact of leadership competences, organizational learning and organizational innovation on business performance. Business process Management Journal, Vol.28 No.5/6, 2022, pp.1391-1411. DOI 10.1108/BPMJ-10-2021-0659
Duke II, J., & Edet, G. H. (2017). Organizational culture as a determinant of non-governmental organization performance: Primer evidence from Nigeria. International Business and Management, 4(1), 66-75.
Freeman, E. R., & Evan, W. M. (1979). A Stakeholder Theory of the Modern Corporation: Kantian Capitalism. Ethical Theory and Business. Retrieved from http://www.business.uzh.ch/professorships/strategy/stu/BS/lecture/Evan_Freeman_1988.pdf
Gonsalez, D.V.R. (2021), Innovative performance of project teams: the role of organizational structure and knowledge-based dynamic capability, Journal of Knowledge Management, VOL. 26 NO. 5 2022, pp. 1164-1186, DOI 10.1108/JKM-03-2021-025
Ha, K. M. (2018). Lessons in disaster management as learned from Korean NGOs. Journal of Organizational Change Management, 31(4), 931-943. https://doi.org/10.1108/JOCM-10-2014-0187
Hameed, S., Salamzadeh, Y., Rahim A., & Sala Hameed, S., Salamzadeh, Y., Rahim A., & Salamzadeh, A. (2021), the impact of business process reengineering on organizational performance during the coronavirus pandemic: moderating role of strategic thinking, VOL. 24 NO. 5 2022, pp. 637-655 DOI 10.1108/FS-02-2021-0036
mzadeh, A. (2021), the impact of business process reengineering on organizational performance during the coronavirus pandemic: moderating role of strategic thinking, VOL. 24 NO. 5 2022, pp. 637-655 DOI 10.1108/FS-02-2021-0036
Hilton, S., Madilo, W., Awaah, F., & Arkorful H. (2021), Dimensions of transformational leadership and organizational performance: the mediating effect of job satisfaction, Management Research Review Vol. 46 No. 1, 2023 pp. 1-19 DOI 10.1108/MRR-02-2021-0152
Huralska, V., Sharkova, H., & Skrypnyk, N. (2021). Adaptation and development of human resources as an instrument of increasing the competitiveness of the organization. Economics. Finances. Law, (6/2), 21-23. https://doi.org/10.37634/efp.2021.6(2).4
Jaoua, F. (2018). Impact of strategic roles of middle managers on the relationship between successful strategy implementation and organizational performance. International Journal of Business Performance Management, 19(4), 476499. https://doi.org/10.1504/IJBPM.2018.095062
Jensen, S. M., & Luthans, F. (2006). Entrepreneurs as authentic leaders: Impact on employees' attitudes. Leadership & Organization Development Journal, 27(8), 646-666
Kabetu, D. G., & Iravo, A. M. (2018). Influence of strategic leadership on performance of international humanitarian organizations in Kenya. International Academic Journal of Innovation, Leadership and Entrepreneurship, 2(2), 113-135. Retrieved from https://www.iajournals.org/articles/iajile_v2_i2_113_135.pdf
Karami, M., Sokhakian, M., & Farhadi, P. (2019). Investigating and Evaluating the Performance of Various NGOs in Iran. Quarterly Journal of The Macro and Strategic Policies, 472-499. https://doi.org/10.32598/jmsp.7.3.8
Karaoulanis, A., & Karaoulanis, A. (2020). Information and Communication Technology in Organizational Operations. Ethical and Operational Implications. Business Ethics and Leadership, 4(4), 6-13. https://doi.org/10.21272/bel.4(4).6-13.2020
Khan, S. (2017). National cultures impact on organizational performance of international organizations: A comparative analysis of international development sector firms working in Pakistan. In ACM International Conference Proceeding Series (pp. 37-41). Association for Computing Machinery. https://doi.org/10.1145/3157754.3157759
Kinuthia, M. N., & Katuse, Dr. P. (2017). Strategic Response To Turbulent Business Environment In Undp Supported Projects Case Study Of The Market Access Project. Journal of Strategic Management, 1(1), 62. https://doi.org/10.47672/jsm.149
Kwarteng A., (2017), The impact of budgetary planning on resource allocation: evidence from a developing country. African Journal of Economic and Management Studies, Vol.9. No.1, 2018, pp 88-100. DOI 10.1108/AJEMS-03-2017-0056
Kwizera, B. N., & Munene, P. (2021). Implementation Strategies and Performance of Non-Governmental Organization Projects in Rwanda: A Case of Faith Victory Association Projects, Kayonza District. Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544), 7(11), 45-61. https://doi.org/10.53555/nnbma.v7i11.1113
Latif, K. F., & Williams, N. (2017). Team effectiveness in Non-Governmental Organizations (NGOs) projects. Evaluation and Program Planning, 64, 20-32. https://doi.org/10.1016/j.evalprogplan.2017.05.004
Mahdjoub, M., Bluntzer, J. B., & Bertin, A. (2019). Use design performance based on use requirements. In Proceedings of the International Conference on Engineering Design, ICED (Vol. 2019-August, pp. 3771-3780). Cambridge University Press. https://doi.org/10.1017/dsi.2019.384
Mahmood, M., Uddin A., Ostrovskiy A., & Orazalin N. (2020), Effectiveness of business leadership in the Eurasian context: empirical evidence from Kazakhstan, Journal of Management Development Vol. 39 No. 6, 2020 pp. 793-809 DOI 10.1108/JMD-05-2019-0154
Manani, E., & Ngui, T. K. (2019). Effects Of Employee Competencies On Employee Job Performance In Humanitarian Organizations; A Case Study Of The World Food Programme, Kenya. Global Scientific Journals, 7(10), 1688-1702.
Meduri, Y. (2021), Personnel needs assessment in times of crisis: a focus on management of disasters. RAUSP Management journal Vol. 56 No.4, 2021, pp. 390-407. DOI 10.1108/RAUSP-12-2019-0260
Montshiwa, A. L. (2018). Supply chain cooperation as a green supply chain management implementation strategy to achieve competitive advantages in natural disaster-prone regions. Competitiveness Review, 28(5), 564-583. https://doi.org/10.1108/CR-10-2016-0067
Nagurney, A., Salarpour, M., & Daniele, P. (2019). An integrated financial and logistical game theory model for humanitarian organizations with purchasing costs, multiple freight service providers, and budget, capacity, and demand constraints. International Journal of Production Economics, 212, 212-226. https://doi.org/10.1016/j.ijpe.2019.02.006
Namagembe, S. (2020), Enhancing service delivery in humanitarian relief chains: the role of relational capital. Journal of Humanitarian Logistics and Supply chain Management, Vol. 10 No.2, 2020, pp. 169-203. DOI 10.1108/JHLSCM-06-2019-0038
Nesheim, T. (2021), Exploring the resource manager role in a project-based organization. International Journal of Managing Projects in Business, Vol.14 No.7, 2021, pp. 1625-1641 DOI 10.1108/IJMPB-12-2020-0389.
Odhiambo, E., & Njuguna, R. (2021). Strategic Management Practices and Performance of Health Non-Governmental Organizations in Nairobi City County, Kenya. Journal of Strategic Management, 6(1), 1-16. https://doi.org/10.47672/jsm.669
Omolo, N. A., & Mose, T. (2019). Determinants of Employee Performance in Humanitarian International Non- Governmental Organizations Based in Kenya. International Academic Journal of Human Resource and Business Administration, 3(7), 57-82.
Owako, E., & Nyagnara, C. (2021), Strategic resource allocation and performance of Kisumu water and Sewerage company, kenya. International journal of research in business and social sciences, Vol.10 No.4, Doi/10.20525/ijrbs. v10i4.1211
Pella, M. D. A., Sumarwan, U., Daryanto, A., & Kirbrandoko. (2018). Factors affecting poor strategy implementation. Gadjah Mada International Journal of Business, 15(2), 183-204. https://doi.org/10.22146/gamaijb.5702
Pio, J. (2020), The mediation effect of quality of worklife and job satisfaction in the relationship between spiritual leadership to employee performance, International Journal of Law and Management Vol. 64 No. 1, 2022 pp. 1-17, DOI 10.1108/IJLMA-07-2018-0138
Puni, A., Hilton, S., Mohammed, I., & Korankye, S. (2022), The mediating role of innovative climate on the relationship between transformational leadership and firm performance in developing countries: the case of Ghana. Leadership & Organization Development Journal Vol. 43 No. 3, 2022 pp. 404-421 DOI 10.1108/LODJ-10-2020-0443
Saddiqque, A., Chen, Y., & Plahar, R. T. (2020). Impact of Non-Governmental Organisation in Poverty Alleviation-A Case of Zabzugu Tatale in the North of Ghana. Journal of Public Administration and Governance, 10(1). https://doi.org/10.5296/jpag.v10i1.16099
Shafique, I., Kalyar, N., Shafique, M., Kiato, A., & Beh, L. (2022), Demystifying the link between knowledge management capability and innovation ambidexterity: organizational structure as moderator, Business Process Management Journal Vol. 28 No. 5/6, 2022 pp. 1343-1363, DOI 10.1108/BPMJ-11-2021-0713
Shea, T., Usman, A., Arivalagan, S., & Parayitam, S. (2021), "Knowledge management practices" as moderator in the relational culture and performance in information technology companies in India, VINE journal of Information and knowledge management system, 2059-5891, http://doi.org/10.1108/VJIKMS-12-2020-0232
Sheraz A. (2017). Enhancing employee performance through ethical leadership, transformational leadership and organizational culture in development sector of Pakistan. African Journal of Business Management, 6(4). https://doi.org/10.5897/ajbm11.633
Simon, C., & Ronoh, D. (2017), Strategy implementation and Performance of Non-governmental Organizations in Kericho County, kenya, Management and Organization studies, Vol 4, No 3 (2017). DOI: https://doi.org/10.5430/mos.v4n3p34
Sun, J., Wang, C., Yu, T., Li, J., & Xiong, X. (2021), Impact of Organizational decentralization degree on job satisfaction and job performance: a hierarchical linear model analysis for construction projects, Engineering, Construction and Architectural Management Vol. 29 No. 4, 2022 pp. 1642-1660. DOI 10.1108/ECAM-07-2020-0503
Tawse, A., & Tabesh, P. (2021). Strategy implementation: A review and an introductory framework. European Management Journal, 39(1), 22-33. https://doi.org/10.1016/j.emj.2020.09.005
Tran, Q. (2020), Organizational culture, leadership behavior and job satisfaction in the Vietnam context, International Journal of Organizational Analysis, Vol. 29 No.1, 2021, pp. 135-154, DOI 10.1108/IJOA-10-2019-1919
Villa, S., Gonçalves, P. and Villy Odong, T. (2017), "Understanding the contribution of effective communication strategies to program performance in humanitarian organizations", Journal of Humanitarian Logistics and Supply Chain Management, Vol. 7 No. 2, pp. 126-151. https://doi.org/10.1108/JHLSCM-05-2016-0021
Villaluz, C., & Hechanova, M. (2018), Ownership and leadership in building an innovation culture. Leadership & Organization Development Journal Vol. 40 No. 2, 2019 pp. 138-150. DOI 10.1108/LODJ-05-2018-0184
Wahira G., M., Hannah, B., & Phd, O. (2015). Factors Affecting Strategy Implementation in Public Universities in Kenya: Case of Jomo Kenyatta University of Agriculture and Technology. International Journal of Education and Research, 3(12), 313-326. Retrieved from www.ijern.com
Wei, Z., & Nguyen, Q. T. K. (2020). Local responsiveness strategy of foreign subsidiaries of Chinese multinationals: The impacts of relational-assets, market-seeking FDI, and host country institutional environments. Asia Pacific Journal of Management, 37(3), 661-692. https://doi.org/10.1007/s10490-019-09655-3
Zeb, A., Khan, F., Khawar, H., Adnan, S., Rabnawaz, M., & Zeb, F. (2020), The competing value framework model of organizational culture, innovation and performance. Business Process Management Journal Vol. 27 No. 2, 2021 pp. 658-683. DOI 10.1108/BPMJ-11-2019-0464
Zighan, S., Alkalha, Z., Bamford D., Reid I., & Al-Zu'bi, Z. (2021), Servitisation through structural adaptation, Journal of Service Theory and Practice Vol. 31 No. 3, 2021 pp. 468-490, DOI 10.1108/JSTP-06-2020-0144
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Wabulasa Faustin, Dr. Allan Kihara
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
