| dc.contributor.author | Arasa, Robert M | |
| dc.contributor.author | Aosa, Evans O. | |
| dc.contributor.author | Machuki, Vincent N. | |
| dc.date.accessioned | 2019-04-23T11:37:07Z | |
| dc.date.available | 2019-04-23T11:37:07Z | |
| dc.date.issued | 2011 | |
| dc.identifier.uri | http://ir.mksu.ac.ke/handle/123456780/4327 | |
| dc.description.abstract | It is postulated that a participatory orientation to the strategic planning process could influence the realization of the expected strategic planning outcomes. Past studies investigating the relationship between strategic planning and performance mainly focuses on the direct relationship between these two variables.This study examines the influence of employee participation on the expected relationship between strategic planning and strategic planning outcomes. The study was carried out in Kenya, within the insurance sector.A structured questionnaire was used to gather the required data from 31 firms. Study findings reveal that employee participation does influence the strength of the relationship between strategic planning and strategic planning outcomes and this influence is statistically significant. | en_US |
| dc.language.iso | en_US | en_US |
| dc.publisher | Prime Journal of Business Administration and Management (BAM) | en_US |
| dc.subject | Strategic planning process | en_US |
| dc.subject | participation | en_US |
| dc.subject | insurance | en_US |
| dc.subject | Kenya | en_US |
| dc.title | Participatory orientation to strategic planning process: Does it pay? | en_US |
| dc.type | Article | en_US |
