Strategy Implementation and Organisational Performance of Dairy Cooperatives in Meru County, Kenya.

Abstract This study evaluated the effect of strategy implementation on the organisational performance of dairy cooperatives in Meru County, Kenya. Notwithstanding government interventions, dairy cooperatives still face persistent challenges associated with member commitment, operational effectiveness, and strategic planning. A convergent mixed-methods research design was utilised, involving independent analysis of quantitative and qualitative data, followed by the integration of findings at the interpretation stage. The study initially targeted 332 middle- and senior-level managers drawn from 83 registered dairy cooperatives. Following eligibility screening, 168 managers from 42 cooperatives qualified. A census approach was used for the quantitative study, while 12 managers were purposively selected for qualitative interviews. Structured questionnaires and semi-structured interview guides were used for data collection. Of the 168 questionnaires distributed, 150 were returned, representing an 88.8 per cent response rate. Quantitative data were analysed using descriptive statistics, Pearson correlation, and multiple linear regression, while qualitative data were analysed using NVivo. Strategy implementation recorded an overall mean of 3.50 (SD=0.67), indicating moderate implementation. Qualitative findings revealed challenges in coordination and resource allocation, particularly limited financial capacity to implement strategic initiatives. Correlation analysis established a moderate, positive, and statistically significant relationship between strategy implementation and organisational performance (r=0.589, p<0.01). Regression analysis further demonstrated a significant positive effect of strategy implementation on organisational performance (β=0.258, t=3.708, p<0.001). The study concludes that although dairy cooperatives demonstrate moderate strategy implementation, inadequate resource allocation, insufficient staff training, and weak problem-solving procedures constrain effective execution. It recommends strengthening implementation capacity through improved resource mobilisation, staff development, and coordinated execution of strategic plans to enhance organisational performance.