STRATEGIC MANAGEMENT STRATEGIES AND PERFORMANCE OF HOUSING PROJECTS IN KENYA: A NAIROBI CITY COUNTY HOUSING PROJECTS
Abstract
Purpose: The study examined how strategic management strategies—planning, leadership, organizational structure, and teamwork—affect housing project performance in Nairobi City County.
Methodology: The study adopted a mixed-methods descriptive correlational design targeting 532 employees of the Nairobi City County Housing and Urban Development Directorate. A sample of 118 respondents was selected through stratified random sampling, and data was collected using structured questionnaires. Analysis was conducted in SPSS v25.0 using descriptive statistics, correlation, and multiple regression.
Findings: The results revealed a strong positive relationship between strategic management strategies and housing project performance. Planning emerged as the most significant predictor (β = 0.534), explaining 53.4% of project outcome variances. Teamwork (β = 0.485) and organizational structure (β = 0.476) also demonstrated substantial contributions to project success, while leadership showed a moderate but significant influence (β = 0.319). The findings showed that planning, teamwork, and organizational structure strongly drive project success, while leadership remains vital for stakeholder engagement and strategic alignment.
Conclusion: The study concludes that adopting strategic management strategies significantly enhances housing project performance in Nairobi City County.
Recommendations: The study recommends that Nairobi City County Government enhance planning, leadership, structure, and teamwork to improve housing project success and deliver sustainable urban housing solutions.
Keywords: Strategic Management, Planning, Leadership, Organizational Structure, Teamwork, Housing Project Performance, Nairobi City County
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