Sustainability Strategies and Performance of International Not-For-Profit Organizations in Kenya: A Case of World Food Programme

Purpose: The study aimed at identifying sustainability strategies adopted by international not-for-profit organizations in Kenya and how the strategies influenced the organizations’ performance. This research specifically focused on the World Food Programme (WFP) as a case study. The research aimed to examine the impact of fund generation, talent development, managerial capacities and collaboration on the success of international not-for-profit organizations in Kenya. Methodology: The research was informed by Resource Dependency Theory, Dynamic Capabilities Theory, Contingency Theory of Leadership, and Stakeholder Theory. This study used a descriptive research approach. The research focused on a specific group of individuals, consisting of 319 senior and middle management personnel that work at World Food Programme headquarters located in Nairobi County, Kenya. The research used Fishers' et al. methodology to get the sample size of 174 respondents. The research used a questionnaire to gather primary data. The obtained data was encoded and exported into the computer software program known as Statistical Package of Social Sciences (SPSS) for analysis, which produced conclusions related to the topic of the research. Descriptive statistics were used to combine quantitative analytic methodologies. The main data was summarized, organized, interpreted, and presented using frequencies, percentages, mean scores, and standard deviations. The research findings are shown using statistical graphs, data tabulation, and measurements of central tendency. The principles of impartiality, secrecy, anonymity, and voluntary involvement were scrupulously followed. Findings: The results showed that implementing fund development as a sustainability strategy has a notable and beneficial impact on the performance of international not-for-profit organizations in Kenya (β = 0.263; P = 0.000<0.05). The study revealed that talent development has a noteworthy impact on the success of international not-for-profit organizations in Kenya (β = 0.334; P = 0.000<0.05). The study revealed that management qualities had a strong and beneficial impact on the success of international not-for-profit organizations in Kenya (β = 0.308; P = 0.000<0.05). The results also indicated that cooperation and collaboration had a crucial role in influencing the success of foreign non-profit organizations in Kenya (β = 0.206; P = 0.007<0.05). The study found that implementing sustainability strategies significantly improved the performance of international not-for-profit organizations in Kenya. Unique Contribution to Theory, Practice and Policy: Therefore, the study recommends that leaders of these organizations prioritize the adoption of these strategies to further enhance performance.