Strategic Management Practices and their Impact on Residential Construction Performance: A Case Study of Nairobi City County, Kenya

This study examined how strategic management practices influenced the performance of public housing building projects in Nairobi City County, Kenya, where such projects often failed to meet their goals. Grounded in Decision Theory, Resource-Based View Theory, and Stakeholder Theory, the research explored how public entities made strategic choices in planning, resource allocation, and contract selection. It aimed to determine how projects could leverage unique resources and capabilities while addressing stakeholder needs to enhance success. The study focused on several strategic management aspects: decision-theory-informed planning, resource scheduling aligned with the resource-based view, stakeholder-oriented funding, effective communication throughout the project lifecycle, and control and evaluation practices that enhanced performance and accountability. Employing a descriptive research design, the study used stratified random sampling to select 145 participants, including strategic managers, supervisors, engineers, and contractors involved in public residential construction projects. Data were collected via questionnaires, preceded by a pilot study to ensure validity and reliability. Quantitative data analysis was conducted using SPSS software, applying summary statistics and multivariable regression to assess the relationship between strategic management practices (predictors) and project success (outcome). Results were presented in tables and graphs, aiming to identify key strategic methods that improved project outcomes. Ultimately, the findings were intended to inform policies and implementation strategies to enhance the effectiveness and success of public housing initiatives in Nairobi City County.