New human immunodeficiency virus (HIV) infection and HIV prevalence is still a problem in Nyanza Region, Kenya. Part of the reason for this is failure of Non-governmental organizations (NGOs) to craft robust organizational purpose that can drive positive outcomes. The purpose of the study was to examine the influence of organization’s purpose on performance of HIV and Acquired Immune-Deficiency Syndrome (AIDS) interventions managed by NGOs in Nyanza Region and the moderating influence of stakeholder participation on such relationship. The study adopted ex-post facto survey design. The study population encompassed 60 departmental heads at NGO level as well as six directors from three NGO national coordinating bodies in Kenya. The study applied purposive sampling techniques to pick the respondents for the study. The data collection instruments for the study comprised: self-administered questionnaires and Key informant interview guides. It was found out that there was a significant weak positive relationship between organization’s purpose and the performance of HIV and AIDS interventions, r (50) =0.094, p= 0.008,CL=95%. Stakeholder participation significantly moderated the relationship between organization’s purpose and performance of HIV and AIDS interventions managed by NGOs in Nyanza Region, critical value was= 3.84 and the X2(1) value =5.030, 3.84 < 5.030.The study concluded crafting organization’s purpose in most organisation’s was not effective. Stakeholder participation was also not optimal. It is recommended that NGOs implementing HIV and AIDS interventions need to relook into the process of coming up with the vision, mission and core values and stakeholder participation in crafting organisation’s purpose.
Aarseth, W. (2012). An empirical study of organizational cooperation in large traditional and global projects execution. Trondheim: Norwegian University of Science and Technology.
Amran N.A.(2012).Mission Statement and Company Performance: Evidence from Malaysia. International Journal of Business and Behavioral Sciences. Vol. 2, No.4; April 2012
Arasa, R., & K’Obonyo, P. (2012). The Relationship between strategic planning and firm performance.International Journal of Humanities and Social Science,2 (22).
Ashforth, B., and Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14 (1), pp. 20-39
Bart, C. K. & Baetz, M. C. (1998). The relationship between mission statements and firm performance: An exploratory study. The Journal of Management Studies, 36: 823-853.
Bart,K., Bontis,N. & Taggar,S. (2001). A model of the impact of mission statements on firm performance. Management Decision, 39(1),19-35
Bhattacharya, C., Rao, H., & Glynn, M. (1995). Understanding the bond of identification: An investigation of its correlates among art museum. Journal of Marketing, 59 (4), p. 46
Biloslavo, R. & Lynn, M. (2007). Mission statements in Slovene enterprises. Management Decision, 45(4), 773-88.
Business Daily (2010, 9th November). The HIV State in Kenya. Business Daily, Kenya.
David, F. R. (1989). How companies define their mission. Long Range Planning, 221 (113), 90.
David, F.R. (2013). Strategic management: Concepts and cases (11th ed.).Harlow: Pearson Education Ltd.
Franklin, P. W. (2011). Relationship between Strategic Planning and Non-profit Organizational Performance. Ph.D. dissertation, Capella University, United States. ProQuestDissertations and Theses: (Publication No.3440040).
George, D. & Mallery, P. (2003). SPSS for Windows step by step: A simple guide and reference. 11.0 update (4th ed.). Boston, MA: Allyn & Bacon.
Haase, H. & Franco, M. (2011). Information sources for environmental scanning: do industry and firm size matter?. Management Decision, 49 (10),1642 – 1657.
Kameri-Mbote, P. (2009). Strategic planning and implementation of public involvement in environmental decision. Environmental Law Research Centre Working. Nairobi.
Kantabutra, S. & Avery, G.C. (2010). The power of vision: Statements that resonate, Journal of Business Strategy, 31 (1), 37-45
Kenya Aids Indicator Survey, KAIS (2012). Final Report June 2014. Retrieved from http://www.nacc.or.ke/images/documents/KAIS-2012.pdf
Klemm, M., Sanderson, S., & Luffman, G. (1991). Mission statements: Selling corporate values to employees. Long Range Planning, 24(3), 73–78.
KNASP (2014). Draft KNASP Review Reporting Format, Inception Report: Strategic Review of the Kenya National HIV and AIDS Strategic Plan (KNASP) 2005/06 - 2009/10 and Development of a New KNASP 2009/10-2013/14
Margolis,S. (2010).Building a culture of distinction: facilitator guide for defining organisational culture and managing change. Atlanta: Workplace Culture Institute.
Mullane, J.V. (2002). The mission statement is a strategic tool when used properly. Management Decision, 40(5), 448-55
Musek, L.K. (2008).Vrednote, poslanstvo in vizija podjetja: organizacijske vrednote, poslanstvo in vizija podjetja kot jedrni elem enti strateškega managementa.Koper: UP Fakulteta za management.
Mwaura, J. (2005). Leadership for Results: Focus is the Key. Msafiri .The Inflight Magazine of Kenya Airways. (Volume not indicated) (51), 12 – 17.
Nanus, B. (1992). Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization. San Francisco, CA: Jossey-Bass.
Odindo, M. (2009). Capacity Needs of CBOs in Kenya to Apply for Global Fund Grants; An African-European Initiative. Cologne: Stop Malaria Now.
Parikh, J. & Neubauer, F. (1993). Corporate visioning. International review of strategic management, 4, pp. 105-116.
Pearce, J.A. & David, F.R. (1987). Corporate mission statements: The bottom line. Academy of Management Executive, 1: 109-116.
Peyrefitte, J., & David, F. R. (2006). A content analysis of the mission statements of United States firms in four industries. International Journal of Management, 23 (2), 296–301.
Polgar, S., & Thomas, S. A. (2009). Introduction to Research in the Health Sciences (5th Ed.). UK: Churchill Livingstone Elsevier.
Quigley, J. V. (1993). Vision: How Leaders Develop it, Share it, and Sustain it. New York: McGraw-Hill.
Rarick, C. A., & Vitton, J. (1995). Mission statements make cents. Journal of Business Strategy, 16 (1), 11–13.
Robbins, S. R., & Duncan, R. B. (1988). “The role of the CEO and top management in the creation and implementation of strategic vision”. In D. C. Hambrick (Ed.), The Executive Effect: Concepts and Methods for Studying Top Managers (p. 137-162). Greenwich, CT: JAI Press.
Rugman, Alan and Alain Verbeke ((2008), “A Regional Solution to the Strategy and Structure of Multinationals, European Management Journal, 26 (5),305-313.
Shamir, B., 1990. Calculations, values, and identities: The sources of collectivistic work motivation. Human Relations, 43 (4), pp. 313-332
Smith, M., Heady, R. B., Carson, P. P., & Carson, K. D. (2003). Do missions accomplish their missions? An exploratory analysis of mission statement content and organizational longevity. Journal of Applied Management and Entrepreneurship, 6(1), 75–96.
Sorensen J., (2002). The strength of corporate culture and the reliability of firm performance. Administrative Science Quarterly 3,11-38.
Stewart, W. H., May, R. C. & Kalia, A.(2009). Environmental perceptions and the United States and India:Convergence in entrepreneurialinformation seeking? Entrepreneurship Theory and Practice 32(1), 83-106.
Stewart,J.M.(1993).Future state visioning-A powerful leadership process. Long Range Plan, 26,89-98
Stone, R. A. (1996). Mission statements revisited. SAM Advanced Management Journal,61(1), 31–37.
Synder, N.H. & Graves, M. (1994). Leadership and vision, Business Horizons (January-February), pp. 1-7.
UNAIDS (2010). Joint United Nations Program on HIV/AIDS (UNAIDS). UNAIDS Report on the Global AIDS Epidemic. Switzerland, UNAIDS.
UNAIDS (2013). Joint United Nations Programme on Global HIV/AIDS Response, Epidemic update and health sector progress towards universal access. Joint United Nations Programme on HIV/AIDS.
Wang, S., Tang, W., & Li, Y. (2013). Relationship between owners’ capabilities and project performance on development of hydropower projects in China. Journal of Construction Engineering & Management, 139(9): 1168-1178.
Welch, J. (2005). Winning. London: Harper Collins Publishers.
Zheng, W., Yang, B., McLean, G. (2010). Linking Organizational Culture, Structure, Strategy, and Organizational Effectiveness: Mediating role of Knowledge Management. Journal of Business Research, 63(7), 763–771
Ziegler, W. (1991). Envisioning the future, Futures, 23 (5), 516-527.
Awiti, L. H., Oloko, M., & Rambo, C. (2017). Influence of Organization’s Purpose on Performance of HIV and AIDS Interventions Managed by Non-Governmental Organizations in Nyanza Region. International Journal of Academic Research in Business and Social Sciences, 7(2), 127-144.
Copyright: © 2017 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode