ORGANIZATIONAL CAPABILITIES AND STRATEGY EXECUTION: A PERSPECTIVE FROM CEOS IN KENYA’S SACCO SECTOR.

Abstract

The main purpose of this study was to discover the CEO’s perspective on the organizational
capabilities and strategy execution linkage in Deposit Taking SACCOs in Kenya. This is on
the backdrop that building organizational capabilities can help deal with the strategy
execution challenge that many organizations face. The study evaluatedhow organizational
capabilities relate to strategy execution. The study was qualitative and involved individual indepth
interviews with 15 CEOs selected from the 164 licensed SACCOs. The study found out
that organizational capabilities influenced strategy execution. The study concludes that
building capabilities in leadership, innovation, collaboration and organizational
restructuring supports strategy execution. This study offers significant insights and presents
scholars and practitioners in strategic management, policy makers, and the leadership in
SACCOs with valuable recommendations. The main recommendation revolves around the
need for SACCOs to be more intentional about building organizational capabilities that drive
strategy execution.
Key Words: Strategy, Execution, Organizational Capabilities, SACCOs