Factors Considered by Organizations in Entering Strategic Alliances and the Challenges Faced: A Survey of Non - Governmental Organizations in the Health Sector in Kenya

Barasa, Wekesa Chrisostim (2011) Factors Considered by Organizations in Entering Strategic Alliances and the Challenges Faced: A Survey of Non - Governmental Organizations in the Health Sector in Kenya. Masters thesis, University of Nairobi.

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Abstract

The purpose of this study was to investigate the factors that Non-governmental organizations (NGOs) in the health sector in Kenya consider when entering strategic alliances and the challenges they face. The study targeted the country directors and Chief Executive Officers (CEOs) of those NGOs that had previously implemented or were implementing programs jointly in any form of alliance. The questionnaire was circulated to 30 such people, out of whom 22 responded positively and the results analyzed using Epi info version 3.5.3 software. Factor analysis was done using the mode as the most appropriate statistical method and data presented in tables, pie charts or bar graphs. The main findings of the study were that most of the NGOs in Kenya entered strategic alliances as a result of the influence from the donor countries. Other key factors included developing sustainable programs through capacity building of local NGOs and strengthening government health systems. Some of the notable challenges included poor supervisory and reporting structures and poor understanding of organizational goals especially by the employees. One of the recommendations from the study is that before entering strategic alliances, organizations should carefully examine the reasons be clear on the expectations they have of their partners and therefore select a partner that complements their strategies. Secondly, the strategic alliance agreement should be well drafted after thorough discussions with, not only the management, but all employees in the organizations, as there is always a need for a change in the management structure. A culture of trust and utmost faith should be cultivated at the start of the strategic alliance to ensure that each partner’s needs are kept in focus. This will ensure that the benefits of the alliance are not skewed towards one partner; a factor that is bound to breed distrust among partner members thus leading to failure of the alliance.

Item Type:	Thesis (Masters)
Subjects:	H Social Sciences > HF Commerce
Divisions:	Africana
Depositing User:	Geoffrey Obatsa
Date Deposited:	22 Jul 2016 09:52
Last Modified:	22 Jul 2016 11:59
URI:	http://thesisbank.jhia.ac.ke/id/eprint/806

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