Abstract:
Universities are catalysts for development through production of human capital in Kenya and have adopted
strategic planning to enhance their competitiveness and to improve their performance. However, the role of
planning typologies in enhancing performance in universities has not been established. There is lack of a strong
empirical work that has focused on the moderating role of planning typologies on the relationship between
strategy implementation and performance of universities in Kenya. The purpose of this study was to determine the
moderating effects of planning typologies on the relationship between strategy implementation and performance
of universities in Kenya. The objectives of the study were to: establish the effect of organizational leadership on
performance of universities in Kenya; determine the effect of organizational culture on performance of
universities; assess the moderating effect of reactive planning typology on the relationship between organizational
leadership and performance of universities; assess the moderating effect of reactive planning typology on the
relationship between organizational culture and performance of universities; assess the moderating effect of
proactive planning typology on the relationship between organizational leadership and performance of universities
and assess the moderating effect of proactive planning typology on the relationship between organizational culture
and performance of universities. The study was guided by the Balanced Scorecard Model. The study employed
explanatory research design. The population of the universities was 39 where a sample 12 universities was
selected for this study. Structured questionnaires were administered to 490 employees selected from a population
of 2652 middle level staff of universities using stratified and simple random techniques. Data was coded and
analyzed using descriptive and inferential statistics. The study found significant relationship between:
organizational leadership and research performance (β = 0. .772, p < 0.05), organizational leadership and financial
sustainability (β = .829, p < 0.05); organizational leadership and society expectations (β = .833, p < 0.05);
organizational culture and society expectations (β = -.324, p <0.05); organizational leadership and employee
effectiveness (β = .928, p < 0.05); organizational culture and employee effectiveness (β = -.305, p < 0.05);
organizational leadership and overall university performance (β = .840, p < 0.05) and organizational culture and
overall university performance (β = -.220, p < 0.05). However, there was no significant relationship between
organizational culture and research performance (β = -.104, p > 0.05), organizational culture and financial
sustainability (β = -.151, p >0.05). Subsequently, proactive planning typology was found to significantly moderate
the relationship between organizational leadership and research (β = -.288, p < 0.05); organizational culture and
research (β = .313, p < 0.05); organizational leadership and financial sustainability (β =-.374, p<0.05); and
organizational culture and financial sustainability (β .355, p<0.05). On the other hand, reactive planning typology
was found significantly moderate the relationship between organizational leadership and society expectations (β =
-.172, p < 0.05); organizational culture and society expectations (β = .191, p < 0.05); organizational leadership
and employee effectiveness (β = -.196, p < 0.05); and organizational culture and employee effectiveness (β = .204,
p < 0.05). The study concluded that reactive planning typology significantly and positively moderated the
relationship between organizational leadership (β 1 ), organizational culture (β 2 ) and university performance (β 1 =
-.206; β 2 = .209; p < 0.05). However, results showed that proactive planning typology did not significantly
moderate the relationship between organizational leadership, organizational culture and the overall performance
of the universities. In this study, the use of the Balanced Scorecard Model was extended to non-profit
organizations to measure performance. Subsequently, moderating variables were added to extend the literature on
the match between strategy implementation and university performance. The study established that reactive
planning typology moderated the relationship between leadership and society expectations, leadership and
employee effectiveness, culture and society expectations and culture and employee effectiveness. Proactive
typology also moderated the relationship between leadership and research and leadership and financial
sustainability. The study will benefit policy makers and implementers in formulation of policies relating to
strategic planning and strategy implementation. Further research can be done based on the mediating effects of
planning typologies on the relationship between strategy implementation and performance of organizations.