Strategic Management Style and Organizational Performance of International Non-Governmental Organizations in Uganda: A Mixed-Methods Analysis
International Non-Governmental Organizations (INGOs) represent a critical component of Uganda’s development landscape, with over 2,200 registered organizations managing $1.5 billion annually. However, fewer than 55% consistently meet performance standards, highlighting systemic challenges in organizational effectiveness. This study examines the relationship between strategic management practices and organizational performance among INGOs operating in Uganda’s complex development context. Employing a convergent parallel mixed-methods design grounded in Fiedler’s Contingency Theory and Social Categorization Theory, the research engaged 245 respondents from three representative INGOs: Catholic Relief Services, Caritas Uganda, and Joint Effort to Save the Environment. Data collection utilized structured questionnaires (n=240, 98% response rate) and semi-structured interviews with managers (n=25, 100% participation rate), analysed through multiple regression and thematic analysis respectively. Strategic management emerged as a significant predictor of organizational performance across all dimensions. Regression analyses revealed strong predictive relationships with efficiency (β=0.72, p<0.001), effectiveness (β=0.64, p<0.001), service delivery (β=0.66, p<0.01), and client satisfaction (β=0.61, p<0.01), explaining 45-78% of performance variance. Qualitative findings identified five key mechanisms through which strategic management influences performance: legitimacy building through strategic planning, enhanced crisis response capabilities, improved stakeholder coordination, capacity development challenges, and cultural integration requirements. The study reveals that while strategic management significantly enhances INGO performance, effectiveness depends on contextual adaptation, particularly regarding cultural integration and local capacity constraints. Organizations implementing robust strategic management systems demonstrated superior outcomes during crisis responses, including the COVID-19 pandemic, and achieved better stakeholder coordination with donors and government partners. These findings provide actionable insights for INGO leaders, donors, and policymakers on optimizing organizational effectiveness through culturally-adapted strategic management practices. The research contributes novel theoretical understanding of strategic management applications in African development contexts while demonstrating the practical value of mixed-methods approaches in examining complex organizational phenomena. Enhanced INGO performance through improved strategic management directly impacts development outcomes and the welfare of millions of Ugandans dependent on INGO services.
Keywords: Strategic management, International NGOs, organizational performance, Uganda, leadership effectiveness, development management, mixed-methods research.
