THE STRATEGY IMPLEMENTATION AND ORGANIZATIONAL PERFORMANCE AT THE JUDICIARY: A CASE OF COURT OF APPEAL

Abstract

The study aimed to examine the strategy implementation and organizational performance at the judiciary with reference to a court of appeal as the study case, and the specific objectives were to establish the influence of organization resources and organizational leadership on organizational performance at the Court of Appeal. The resource-based view serves as the study's primary anchor theory and is supported by the institutional theory and Higgins 8-S Strategy Implementation Framework. A descriptive research design was used for the investigation for conducting the study that targets a population of 385, and a sample size of 120 was selected using stratified random sampling. Data was collected using questionnaires and SPSS was used to examine the quantitative data. Tables are used to present the data. To demonstrate the relationship between the variables, inferential statistics (regression and correlation) was employed. The following ethical guidelines were used as a guide for the research study throughout and all study activities, including communications, dates, and places of data collection, were accurately recorded. The study establishes the predictor variable with the highest impact on organizational performance at the Court of Appeal was organizational resources, followed by organizational leadership. To make sure that organizational goals and objectives are successfully carried out, the Judiciary should design and formulate policies, regulatory frameworks, and strategic plans. The study suggests that the management of any organization, such as the Judiciary, should be aware that there is a clear relationship between the chief executive officer's abilities and performance and the success of the institution. As a result, the management team influences each stage of the process of strategy implementation. The JSC should be aware that organizational leadership is an integral part of organizational success. Senior management at the Judiciary must use a suitable balance of leadership styles to maximize the chances of long-term strategic effectiveness