Strategic Control and Performance of Universities in Kenya

Purpose: This thesis endeavored to explore on the relationship between strategic control and performance of universities in Kenya. The thesis study was anchored by resource-based view. Methodology: The Thesis identified two research philosophy namely; positivist and phenomenological. The study used descriptive research design. The target population for this study was all the 64 respondents from chartered universities in Kenya, comprising of DVCs, Chairs of university councils, executives of UASU officials, and three student leaders. A structured and semi–structured questionnaire was used for primary data collection. The questionnaire was pilot tested to verify validity and reliability of the instruments. The pilot study comprised of ten percent (10%) of equivalent of study respondents amounting to 27 respondents. Secondary data was collected from journals, books, internet searches and articles through desk research from each university. Collected data was coded and organized in spreadsheets for the purpose of analysis and finally entered into Statistical Package for Social Sciences Version 28. Descriptive statistics such as mean and standard deviation was used to analyze the data. Correlation and regression analysis was conducted to find the relationship between the independent and dependent variable. Findings: The study found that strategic control has a positive and significant effect on performance of universities in Kenya. The study concludes that strategic control has a positive and significant effect on performance of universities in Kenya. Unique Contribution to Theory, Practice and Policy: Based on the findings, this study recommends that the universities should promote compliance by followers through the reward and recognition system depending on agreement between the universities and students. The universities should enhance surveillance controls as managerial practices to achieve the university's goals. The study advances theory by linking rewards and controls to compliance, informs policy by emphasizing supportive accountability frameworks, and guides practice by urging universities to adopt reward and monitoring systems for improved performance.