The influence of strategic management practices on organisational performance of non-governmental organisations (NGOs) in South Sudan. a case of save the children international in Juba.

Abstract

The study established the extent to which strategic management practices influence organisational performance of NGOs in South Sudan, particularly Save the Children International, Juba Main Branch. Specifically, the study examined the effect of strategic planning practices on organisational performance of Save the Children International, Juba, analysed the influence of strategic leadership practices on organisational performance of Save the Children International, Juba, assessed the extent to which strategy implementation practices affects organisational performance of Save the Children International, Juba and examined the extent at which risk management influences strategic management practice and organisational performance of Save the Children International, Juba. The study adopted a descriptive and case study research design. The target population was 260 and the sample size was 155 respondents was determined using Krejcie and Morgan (1970), however only 132 respondents successfully participated in the study. The data collection instruments were questionnaires and interviews; and data analysis was done using frequency and percentage tables and regression analysis. According to study findings, strategic planning practices significantly affect organisational performance of Save the Children (r= 0.722(**).Strategic leadership practices positively influence organisational performance of Save the Children (r= 0.673(**). And strategic implementation practices positively influence organisational performance (r= 0.604(**). It is therefore, concluded that strategic planning practices significantly affect organisational performance of Save the Children. Strategic leadership has a potential to ensure transformation by inspiring organizational members to acquire and work on the organization’s vision and that strategic implementation practices positively influences organisational performance of Save the Children. The study recommends that management of NGOs in South Sudan and Save the Children in particular should involve all stakeholders especially the staff and beneficiaries at the different managerial levels in goal setting, decision making and identification of critical resources needed by the organisation to improve her performance through participatory planning, management teams of NGOs in South Sudan should enhance the practice of strategic thinking elements such as systems perspective, intelligent opportunism, intent focus, thinking in time and hypothesis thinking perspective and that Save the Children’s strategy implementation team should give concerted effort to enhance their strategic direction, strategic cognition, strategic learning, and critical success factors. The researcher recommends future studies on the effects of strategic management practices on organisational performance in other NGOs as a whole and to investigate the possible causes of non-significant results for training and development and rewards management on organisational performance.