| dc.description.abstract | County governments in Western Kenya have initiated various projects, such as small road
constructions, which are often used as political leverage during campaigns. This study aimed
to investigate the effects of strategic control systems on project implementation within
selected county governments in Western Kenya, guided by the Resource-Based View and the
Theory of Reasoned Action. The specific objectives included assessing the effects of
financial controls, operational controls, and behavioral controls on project implementation,
as well as examining the moderating effect of organizational culture. Employing a
correlational survey design, the study targeted a population of 72 project managers and
contractors, with a pilot study conducted in Busia County to validate the research
instruments, achieving a reliability coefficient of 0.7 and above. Data were collected through
structured questionnaires and analyzed using descriptive and inferential statistics, including
simple linear regression and correlation. The findings revealed a strong positive correlation
between financial controls (R = 0.897), moderate to strong correlations with operational
controls (R = 0.766), and behavioral controls (R = 0.895) on project implementation.
Additionally, organizational culture showed a strong moderating effect (R = 0.934).All null
hypotheses were rejected, indicating significant relationships between the variables. The
study recommends that county governments allocate adequate budgets to enhance financial
controls, evaluate daily operations to strengthen operational controls, foster ethical behavior
among employees to improve behavioral controls, and cultivate a flexible organizational
culture to support effective project implementation. This research contributes valuable
insights to county management, scholars, and the broader literature on strategic controls and
performance in Kenyan county governments. | en_US |
