Abstract:
Strategy implementation is an action phase of the strategic management process
involving putting the chosen strategy into practice, resourcing the strategy,
configuring the organization’s culture and structure to align with the strategy and
managing change, which requires effective drivers such as leadership, resources,
culture, and structure to enhance organizational performance. In Kenya, the National
Council on the Administration of Justice comprises state and non-state actors
responsible for ensuring a well-functioning justice system. Despite the existence of
strategic plans, these agencies have faced persistent challenges, including systemic
inefficiencies, structural constraints, low prosecution success rates, and barriers to
equitable access to justice. This study examined the relationship between strategy
implementation drivers and the performance of NCAJ agencies in Kenya.
Specifically, it assessed the influence of strategic leadership, organizational
resources, organizational culture, and organizational structure on performance.
Additionally, the study evaluated the moderating role of the changes in Changes in
Regulatory Environment in this relationship. Adopting a positivist philosophy and a
correlational research design, the study targeted 231 managers (36 CEOs and 195
regional coordinators) drawn from 36 NCAJ agencies in Nairobi. Using stratified
sampling and Yamane’s formula at a 95% confidence level with a 0.05 margin of
error, the sample size was determined as 164 respondents, comprising 33 top-level
and 131 middle-level managers. Data were collected using semi-structured
questionnaires. The findings reveal that strategic leadership, organizational
resources, organizational culture, and organizational structure collectively explain
68.7% of the variance in agency performance (R² = 0.687). The Changes in
Regulatory Environment significantly moderates these relationships, increasing the
explained variance to 76.0% (R² = 0.760), amplifying the impact of each driver, with
the strongest moderation observed for organizational structure, followed by culture,
leadership, and resources. However, deficiencies such as limited leadership
responsiveness, inadequate infrastructure, lack of innovative culture, ineffective
communication, and delays in regulatory compliance constrain optimal performance.
The study concludes that addressing these gaps is essential for effective justice
delivery. Recommendations include prioritizing leadership agility programs,
increasing resource allocation, fostering innovative cultures, improving structural
communication, and streamlining regulatory systems. Future research should explore
additional variables, such as technological adoption, and employ longitudinal designs
to address unexplained variance. These findings offer evidence-based insights for
policymakers to enhance NCAJ agency performance and strengthen Kenya’s justice
system.
Keywords: Strategy Implementation, Strategic Leadership, Organizational
Resources,
Organizational Culture, Organizational Structure, Regulatory
Environment, NCAJ Agencies, Justice Sector Performance.
