Strategic Resilience and Organizational Performance of State Corporations in Kenya: A Case Study of Horticultural Crops Directorate

Horticultural Crops Directorate (HCD) in Kenya operates in a highly dynamic and unpredictable environment, facing persistent challenges such as climate change, pest infestations, market fluctuations, regulatory shifts, and changing consumer preferences. These factors threaten the stability of horticultural production, disrupt export markets, and hinder the sector’s overall growth. Given that horticulture is a major contributor to Kenya’s economy, ensuring the resilience of the sector is crucial for sustained performance and competitiveness. To examine strategic resilience and organizational performance of HCD while examining the effects of organizational learning, and Planned Resilience. The Anchor theory is RBV Theory, supported with Stakeholder Theory and Ansoff Strategic Success Theory. The study targets 180 employees and 124 employees was drawn from a sample size. Questionnaires was used in data collection, and SPSS version 28 analysed data. The organization performance was predicted using regression analysis. R = 0.648 and R2 =.568 show a positive connection, suggesting that changing any one of the predictor factors might explain 56.8% of variation in organization performance. Its recommended; HCD management should concentrate on developing a culture that encourages knowledge sharing, accepts failure as a teaching opportunity, and supports ongoing development in order to successfully execute organisational learning. Promote teamwork, offer online forums for information sharing, and routinely assess projects to glean important lessons. Top management at HCD should priorities developing individual and community-level capacity to adjust to change and bounce back from disruptions, particularly when it comes to planning. This entails cultivating robust social networks, giving physical and mental health top priority, and honing problem-solving techniques. In order to effectively handle long-term stresses like food shortages and climate change, think about integrating resilience into financial systems, risk governance, and urban design. It was not possible to expand the study's scope to cover additional industries or examine how SMEs, and private sector are applying the findings. Furthermore, strategic resilience enables the integration of knowledge generation processes with both internal and external business operations. Thus, additional research can be done to look at how the relationship can be integrated, how strategic resilience, and how the workforce's economic effects can boost organization performance on added business value.