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This study investigates how strategy control affects the performance of health NGOs in Kenya.

July 24, 2026Open Access

Influence of Strategy Control on Performance of Health Non-Governmental Organizations in Kenya

CKCheruiyot Shem KipkoechKenya Methodist University PKPeter KiharaKenya Methodist University DMDr. Hellen MugambiKenya Methodist University

Key Points

This study investigates how strategy control affects the performance of health NGOs in Kenya.
Descriptive cross-sectional research design with a sample of 183 programme managers from 340 NGOs.
Data collected through structured self-administered questionnaires and analyzed using Pearson correlation and regression techniques.
Positive philosophy adopted for statistical analysis of the relationships between strategy control and performance.
Significant positive correlation between strategy control and organizational performance (r = 0.372, p < 0.001).
Strategy control predicts performance with a beta coefficient of 0.372, explaining 13.8% of performance variation (p < 0.001).
Moderate functionality of strategy control systems noted, especially in monitoring, evaluation feedback, and performance reviews.

Abstract

Purpose of the Study: This study examined the influence of strategy control on the performance of health non-governmental organizations (NGOs) in Kenya. It assessed how monitoring and evaluation systems, performance reviews, feedback mechanisms, financial controls, and corrective actions influence organizational performance, with the aim of strengthening strategic management and improving accountability and service delivery. Methodology: The study adopted a positivist philosophy and descriptive cross-sectional research design. A sample of 183 programme managers was selected from 340 registered health sector NGOs using stratified random sampling. Primary data were collected through structured self-administered questionnaires and analyzed using descriptive statistics, Pearson correlation, and simple linear regression techniques. Findings: Of the 183 questionnaires distributed, 175 were completed and returned, representing a 95.6% response rate. The findings showed that health NGOs had moderately functional strategy control systems, particularly in monitoring and evaluation feedback, financial controls, and participatory performance reviews. However, benchmarking against sector peers and prompt correction of strategic deviations remained comparatively weak. Pearson correlation analysis revealed a positive and statistically significant relationship between strategy control and organizational performance (r = 0.372, p < 0.001). Regression analysis further confirmed that strategy control significantly predicted organizational performance (β = 0.372, t = 5.270, p < 0.001), explaining 13.8% of the variation in performance. Conclusion: The study concludes that strategy control significantly enhances the performance of health NGOs in Kenya. Strengthening monitoring and evaluation systems, performance reviews, feedback mechanisms, financial controls, and benchmarking practices will improve accountability, organizational learning, strategic responsiveness, and sustainable organizational performance while enhancing donor confidence and effective health service delivery.

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