Strategy implementation practices and competitive advantage among selected private hospitals in Nairobi, Kenya.

Abstract

As a guide for making good decisions, strategic implementation practice has been found to be a useful tool for improving an organization's performance. In the face of significant obstacles posed by fierce industry competition, MP Shah, Aga Khan, and Avenue Hospitals are competing with other health sector players for market share. Many private hospitals have under performed as a result of the widespread assumption that strategy issues are intended to apply to them. This study investigated strategy implementation practices and competitive advantage of private hospitals in Nairobi City County. The study sought to determine how leadership style, government regulation, resource adequacy and staff competence affect competitive advantage. Contingency Theory, Resource- Based View theory, McKinsey 7S Framework and Higgins 8 - S Strategy Framework were used in the study. The researcher selected 342 employees and the sample size was 181 employees. The study will be significant to the policy makers, the Government of Kenya, private hospitals and lastly, the stakeholders, financiers and investors in the health sector. The results showed that there is a positive and statistically significant effect of Leadership Styles that has significant and direct effect on Competitive Advantage. The discoveries show that executing the public authority guidelines decidedly influences upper hand in chosen clinics in Nairobi. Unofficial laws can be a wellspring of the upper hand in confidential Emergency clinics as it possibly fulfills every component of the four-section test for the upper hand. Regulations present huge worth to firms through the insurance of advancement, the empowering of free work markets, and the proficient guideline of agreements. The outcomes show that asset ampleness adds to the upper hand and the profiting of the imperative assets by an association prompts accomplishment of the upper hand. The outcomes show that staff ability altogether adds to the upper hand. Skills in an association permits bosses to perceive how top entertainers make progress. For what is in store examinations, the specialist could manage considerably more inquiries on only one of the three most fitting authority styles to acquire reasonable upper hand. By making explicit polls on groundbreaking, conditional and magnetic authority and afterward directing overviews it very well may be feasible to figure out which of the initiative styles is ideal and rank them.