Moderating effects of reactive planning typology on the relationship between strategy implementation and societal expectations in Universities in Kenya

Abstract

The role of reactive planning typology in moderating the relationship between strategy implementation and societal expectations in universities has not been established. The objectives of the study were to establish the effect of strategy implementation on societal expectations and to assess the moderating effect of reactive planning typology on the relationship between strategy implementation and societal expectations in universities in Kenya. The study used explanatory research design. The study was guided by the Balance Scorecard model. A structured questionnaire was used to collect data from 490 respondents distributed across 12 randomly selected universities. Pearson’s Product Moment Correlation was used to test the relationship between the variables of the study while multiple regressions tested the hypothesis of the study variables. The study established that both leadership and culture were significant predictors of societal expectations in universities in Kenya. Leadership was found to positively enhance societal expectations and performance in the universities. Organizational culture was found to have a negative impact on societal expectations. The study further established that reactive planning typology predicted society expectations in universities in Kenya. Also, reactive planning typology moderated the relationship between strategy implementation and society expectations. The study concluded that reactive planning typology significantly and positively moderated the relationship between organizational culture and society expectations. However, reactive planning typology significantly but negatively moderated the relationship between organizational leadership and society expectations. The study recommends that there is need for the university leadership to indentify appropriate planning typologies to enhance performance.