Abstract: Decision making is very crucial from an individual to organizational perspective since the decision output could lead to positive or negative impact. Few studies have been conducted in regards to the selected drivers to strategic decision making with some recommending further studies to be undertaken. The study exclusively focused to investigate the drivers to strategic decision making in KCAA. The study was guided by the following objectives namely; to assess the influence of organization structure on strategic decision making in KCAA, to assess the influence of top management characteristics on strategic decision making in KCAA, to assess the influence of organizational resources on strategic decision making in KCAA and to assess the influence of organizational culture on strategic decision making in KCAA. The study was guided three theories namely; Resource-Based Theory, Contingency Theory and Market-Based Theory. The study used descriptive Research Design with a population of 756 from which a sample of 164 was drawn. Stratified Radom Sampling Technique was employed to derive the sample. Primary data was collected using questionnaires while secondary data was gathered through literature review. The secondary data was collected through reviews of existing relevant documents. Respondents were members of staff in the Top Management, Senior Management and Middle Management. The study established that selected firm drivers influences Strategic Decision Making. The findings of the study affirmed existence of a significant positive relationship between the four key components of selected firm drivers namely; Organization Structure, Top Management Characteristics, Organizational Resources and Organizational Culture with Strategic Decision Making. The findings further indicated that of the four components, Organization Structure comparatively played a major role towards Strategic Decision Making, while the role played by Organizational Culture was the lowest. The study recommends that the management of organizations in Kenya should put in place high Organizational Structure Strategies as it leads to improved Strategic Decision Making. Organizations should ensure they have an effective Organization Structure in terms of power, hierarchies and recruitment in which all the Strategic Decision Making processes can be well accommodated. The study also recommends that future scholars and researchers aim to test the relationship between Organizational Structure and Strategic Decision Making using different sub constructs apart from hierarchies, power and recruitment. This can bring rigour and offer platforms for comparison of findings.
Title: INFLUENCE OF SELECTED FIRM DRIVERS TO STRATEGIC DECISION-MAKING: A CASE OF KENYA CIVIL AVIATION AUTHORITY
Author: Carolyn Kavinya Mbiti, Dr. Joyce D. Nzulwa (Ph.D)
International Journal of Social Science and Humanities Research
ISSN 2348-3156 (Print), ISSN 2348-3164 (online)
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