STRATEGIC CHANGE MANAGEMENT PRACTICES AND SERVICE DELIVERY BY TEACHING STAFF IN SELECTED PUBLIC UNIVERSITIES IN NAIROBI CITY COUNTY, KENYA
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Abstract
There has been inadequate service provision by the teaching staff at public universities in Nairobi City County, Kenya. Statistics reflect disparities in service delivery across different universities, with some institutions facing more significant challenges than others. There is a considerable percentage of students express dissatisfaction with the quality of instruction. Therefore, this study’s main focus was to examine how delivery of service by teaching staff of selected public universities in Nairobi City County, Kenya is affected by practices of strategic change management. This research endeavored to improve service delivery in selected public universities, contributing to informed policymaking and benchmarking practices across the sector. This study was anchored on the SERVQUAL model, dynamic capabilities theory, network governance theory, stakeholder theory and contingency theory. This study was conducted using descriptive research design, which involves gathering information through questionnaires from a selected group of individuals. The target population was five (5) public universities which are UoN, Kenyatta University, TUK, CUK and Multi Media University. The total number of teaching staff across these universities was estimated at 4,676, forming the sampling frame for the study, with approximately 354 respondents selected through stratified simple random sampling. A semi-structured questionnaire was employed to collect primary data. The analysis of data was done using descriptive statistics such as percentages, mean and standard deviation and inferential statistics. The study revealed that strategy leadership, strategic alliance, stakeholder involvement and organizational structure had significantly influenced service delivery. The study concluded that through strategic leadership, a culture of collaboration is cultivated among faculty members, administrative staff, and students. The strategic partnerships facilitate resource sharing among institutions, which can include access to funding, research facilities, and educational materials. The study recommended that professional development programs should be implemented to equip academic staff with essential leadership skills. The Universities should implement collaborative projects to enhance engagement and academic staff should seek partnerships with local organizations and businesses to develop programs that address community challenges. The University should implement a comprehensive professional development programs to equip staff with the necessary skills and knowledge to improve service delivery.
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References
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Ali, M., & French, E. (2019). Age diversity management and organizational outcomes: The role of diversity perspectives. Human Resource Management Journal, 29(2), 287-307.
Angela, R. G., &Gachunga, H. (2022).Effect of strategic change management on organizational performance in public universities in Kenya. The Strategic Journal of Business & Change Management, 3(4), 481 – 501
Arif, S., &Dyah, H. Y. (2017).Understanding and criticizing dynamic capabilities models. Russian Journal of Agricultural and Socio-Economic Sciences, 71(11), 84-91.
Awan, M. H., Richardson, J., & Ahmed, S. (2022). Current status of research support services in university libraries of Pakistan. Digital Library Perspectives, 38(4), 412-428.
Badri, M. A., Abdulla, M., & Al‐Madani, A. (2018). Information technology center service quality: Assessment and application of SERVQUAL. International Journal of Quality & Reliability Management, 22(8), 819-848.
Betts, S. C. (2021). Contingency theory: science or technology?. Journal of Business & Economics Research (JBER), 1(8).
Bichanga, W. O., & Kimani, A. W. (2018).Effectiveness of ISO 9001: 2008 certification on service delivery of public universities in Kenya (Doctoral dissertation, University of Nairobi)
Chen, B., &Graddy, E. A. (2022). The effectiveness of nonprofit lead‐organization networks for social service delivery. Nonprofit Management and Leadership, 20(4), 405-422.
Cimer, S. O., Çakir, I., &Cimer, A. (2020).Teachers’ views on the effectiveness of in‐service courses on the new curriculum in Turkey. European Journal of Teacher Education, 33(1), 31-41.
Dowling, W. (2020).Strategic alliances as a structure for integrated delivery systems. Partners for the dance: Forming strategic alliances in health care, 139-175.
Ekechi, F. O., & Umar, A. I. (2020).Effect of change management on employee’s performance in Nigeria universities. European journal of business and management, 12(20), 39-48
Elmuti, D., Abebe, M., &Nicolosi, M. (2020).An overview of strategic alliances between universities and corporations. Journal of workplace Learning, 17(1/2), 115-129
Friedman, A. L., & Miles, S. (2021). Developing stakeholder theory. Journal of management studies, 39(1), 1-21.
Gaitho, P. R., &Awino, Z. B. (2018). Strategic leadership and service delivery in African context: Does organizational structure and ethical practices influence the relationship. International Journal for Innovation Education and Research, 6(11), 31-42.
Gaitho, P. R., &Awino, Z. B. (2018). Strategic leadership and service delivery in African context: Does organizational structure and ethical practices influence the relationship. International Journal for Innovation Education and Research, 6(11), 31-42.
Gathoni, R. A., &Gachunga, D. H. (2022).Effect of strategic change management on organizational performance in public universities in Kenya. Strategic Journal of Business & Change Management, 3(4), 214-223.
Ghavifekr, S., Afshari, M., Siraj, S., &Razak, A. Z. A. (2019). Organizational implementation of educational change: a case of Malaysian open & distance education. Life Science Journal, 10(2), 2329-2340
Gikang’a, M. N. (2020). Change Management Implementation Practices and Performance of Public Universities in Kenya: A Case of Kenyatta University (Doctoral dissertation, Kenyatta University).
Herath, S. K., Wickramasinghe, D., &Indrani, M. W. (2021).Improving efficiency and accountability: A case study on outsourcing strategies in higher education in Sri Lanka. International Journal of Managerial and Financial Accounting, 2(3), 275-304.
Holtzhausen, N., & Naidoo, G. (2023). Effective governance as an approach to promote service delivery by local government in South Africa: The case for Soul City. Journal of US-China Public Administration, 8(7), 735-747.
Hotamisli, M., &Yoruk, S. (2022). Academic service perception: A comparative research towards university students in Turkey. Educational research and reviews, 6(6), 462 – 469
Islam, M. R. (2021). Application of SERVQUAL model in customer service of mobile operators: a study from the context of Bangladesh. European Journal of Business and Management, 4(1), 47-54.
Jones, C., Hesterly, W. S., &Borgatti, S. P. (2017). A general theory of network governance: Exchange conditions and social mechanisms. Academy of management review, 22(4), 911-945
Kalunda, P. T. (2023). Influence of Strategic Partnerships on Service Delivery among Commercial Banks in Kenya (Doctoral dissertation, University of Nairobi).
Kapoor, M., & Aggarwal, V. (2020).Tracing the economics behind dynamic capabilities theory. International Journal of Innovation Science, 12(2), 187-201.
Kathuri, W. (2019). Effects of Organizational Systems on Service Delivery in Civil Organizations in Marsabit County [EMOD Thesis a Companied by a CD-ROM] (Doctoral dissertation, United States International University, Nairobi)
Keranga, B. M. Martin, O., Zachary, A., & Njeru, W. (2021).The Moderating Role of Stakeholder Involvement in the Relationship between Strategic Planning and Service Delivery. International Journal of Scientific Research and Management, 9(10), 1 – 9
Kimutai, K. S. (2020). Change management strategies and organizational effectiveness in public universities in Kenya (Doctoral dissertation, Kenyatta University).
Kolil, S., Ondiek B. A., &Manyasi, J. (2019).The effect of leadership on service delivery in County Governments in North Rift, Kenya. The Strategic Journal of Business & Change Management, 6 (4), 443 – 451.
Kularathne, D. M. N. (2017). Implementation of ‘Whole-of-Government Practices’ in Service Delivery: A Study on Selected Departments in Sri Lanka.
Lu, J. (2022). Governing diversity: The impact of social heterogeneity on human service delivery. Public Organization Review, 16, 153-166.
Luthans, F. (2018). The contingency theory of management: A path out of the jungle. Business Horizons, 16(3), 67-72.
Maina, C. N., Nzioki, S., &Mugambi, K. (2024). Gender Diversity Policies for Enhanced Service Delivery among Chartered Universities in Kenya. International Journal of Professional Practice, 12(6), 28-39.
Mazikana, A. T. (2021). The Effect of Change Management on Performance: A Case of Chinhoyi University of Technology. Available at SSRN 3993850.
Mcloughlin, C. (2019). When does service delivery improve the legitimacy of a fragile or conflict‐affected state?. Governance, 28(3), 341-356.
Mlotshwa, S. G. (2017). The impact of organizational structures on service delivery: a case study of the Mgungundlovu District Municipality (Doctoral dissertation, Stellenbosch: University of Stellenbosch).
Mugenda, O. M., &Mwangi, I. (2014).Governance of Public Universities in Kenya. Governance and Transformations of Universities in Africa: A Global Perspective, 43.
Muhammad, B, M., & Cyril, D. R. E. (2020). Private healthcare quality: applying a SERVQUAL model. International journal of health care quality assurance, 23(7), 658-673
Mukokho, A. A. (2022). Influence of strategic planning on Performance of public universities in Kenya: the case of university of Nairobi (Doctoral dissertation).
Naidoo, G. (2021). The critical need for effective leadership to promote service delivery by local government in South Africa. Public Administration, 18(1), 106-123.
Neilsen, E. H. (2018). Contingency theory applied to small business organizations. Human Relations, 27(4), 357-379.
Ngila, M. (2022). Effects of Strategic Partnerships on Service Delivery in Humanitarian Non-governmental Organizations in Kenya (Doctoral dissertation, University of Nairobi).
Njue, C. M. &Ongoto, H. K. (2018). Strategic management practices and change implementation in selected public universities in Kenya. International Academic Journal of Human Resource and Business Administration, 3(4), 124-149
Nyaberi, J. P. L. (2021). The role of organizational structure in the relationship between strategic leadership and service delivery of County Governments in Kenya. International Journal of Social Science and Humanities Research, 9(4), 216 - 222
Orina, K. B., Moronge, M., &Guyo, W. (2023).Stakeholder Management Strategies and Service Delivery in County Governments in Kenya. International Journal of Recent Research in Social Sciences and Humanities, 10(3), 153 – 163
Ponsignon, F., Smart, P. A., &Maull, R. S. (2021). Service delivery system design: characteristics and contingencies. International Journal of Operations & Production Management, 31(3), 324-349.
Resnick, G., & Burt, M. R. (2018). Youth at risk: Definitions and implications for service delivery. American journal of orthopsychiatry, 66(2), 172-188
Robinson, M. (2017). Does decentralization improve equity and efficiency in public service delivery provision? IDS bulletin, 38(1), 7-17.
Scott, T., &Asavisanu, P. (2021).Strengthening Strategic Enrolment Management Integration through Effective Organizational Change Management. Online Submission, 7(1), 4 – 13
Seip, B. K. (2021). Organizational structure and impact on service delivery: a case study of the Middle Ramu District Administration in Papua New Guinea. Contemporary PNG Studies, 15, 67-75.
Shimengah, M. M. (2018). Influence of strategic leadership practices on service delivery within county governments in Kenya: A literature review. Journal of Strategic Management, 3(1), 1-13.
Sifuna, D. N. (1998).The governance of Kenyan public universities. Research in Post-Compulsory Education, 3(2), 175-212
Smith, A. M., &Fischbacher, M. (2023).Stakeholder involvement in the new service design process. Journal of Financial Services Marketing, 5, 21-31
Staley, S. R., & Blair, J. P. (2021). Institutions, quality competition and public service provision: The case of public education. Constitutional Political Economy, 6, 21-33.
Staley, S. R., & Blair, J. P. (2022). Institutions, quality competition and public service provision: The case of public education. Constitutional Political Economy, 6, 21-33.
Thiriku, J. M., &Kegoro, H. O. (2019).Strategic Leadership on Customer Service Delivery in the Ministry Of Industry, Investment and Trade in Kenya. Noble International Journal of Business and Management Research, 3(8), 109-117.
Thiriku, J. M., &Kegoro, H. O. (2021).Strategic Leadership on Customer Service Delivery in the Ministry Of Industry, Investment and Trade in Kenya. Noble International Journal of Business and Management Research, 3(8), 109-117.
Tshuma, R., & Ndebele, C. (2020).Enhancing Quality Service Delivery through Self Evaluation: A Case of the Zimbabwe Open University’s Matabeleland South Region. Journal of Social Sciences, 41(1), 63-77
Tullberg, J. (2023). Stakeholder theory: Some revisionist suggestions. The Journal of Socio-Economics, 42, 127-135.
Tummers, L. L., Bekkers, V., Vink, E., &Musheno, M. (2022).Coping during public service delivery: A conceptualization and systematic review of the literature. Journal of Public Administration Research and Theory, 25(4), 1099-1126.
Twum-Darko, M., Ncede, N., &Tengeh, R. (2023). Stakeholder engagement: A service delivery-based strategy formulation process in the public sector of South Africa. International Journal of Research in Business and Social Science (2147-4478), 12(3), 109-121.
Valentine, O. C., &Adeiza, U. S. (2023).Workforce diversity and public service delivery. Pub.Admin. & Reg'l Stud., 16, 43
Wachhaus, T. A. (2022). Anarchy as a model for network governance. Public Administration Review, 72(1), 33-42.
Weill, P., & Olson, M. H. (2022).An assessment of the contingency theory of management information systems. Journal of management information systems, 6(1), 59-86
Wisniewski, M. (2022).Measuring service quality in the public sector: the potential for SERVQUAL. Total quality management, 7(4), 357-366.
Yuesti, A., Novitasari, L. G., &Rustiarini, N. W. (2016).Accountability of non-government organization from the perspective of stakeholder theory. International Journal of Accounting and Taxation, 4(2), 98-119.
Zhao, J., Ren, L., &Lovrich, N. (2021). Police organizational structures during the 1990s: An application of contingency theory. Police Quarterly, 13(2), 209-232.
Zwane, Z., &Matsiliza, N. S. (2022). Stakeholders’ involvement in service delivery at eDumbe Municipality. Journal of Local Government Research and Innovation, 3, 45 – 51
Ali, M., & French, E. (2019). Age diversity management and organizational outcomes: The role of diversity perspectives. Human Resource Management Journal, 29(2), 287-307.
Angela, R. G., &Gachunga, H. (2022).Effect of strategic change management on organizational performance in public universities in Kenya. The Strategic Journal of Business & Change Management, 3(4), 481 – 501
Arif, S., &Dyah, H. Y. (2017).Understanding and criticizing dynamic capabilities models. Russian Journal of Agricultural and Socio-Economic Sciences, 71(11), 84-91.
Awan, M. H., Richardson, J., & Ahmed, S. (2022). Current status of research support services in university libraries of Pakistan. Digital Library Perspectives, 38(4), 412-428.
Badri, M. A., Abdulla, M., & Al‐Madani, A. (2018). Information technology center service quality: Assessment and application of SERVQUAL. International Journal of Quality & Reliability Management, 22(8), 819-848.
Betts, S. C. (2021). Contingency theory: science or technology?. Journal of Business & Economics Research (JBER), 1(8).
Bichanga, W. O., & Kimani, A. W. (2018).Effectiveness of ISO 9001: 2008 certification on service delivery of public universities in Kenya (Doctoral dissertation, University of Nairobi)
Chen, B., &Graddy, E. A. (2022). The effectiveness of nonprofit lead‐organization networks for social service delivery. Nonprofit Management and Leadership, 20(4), 405-422.
Cimer, S. O., Çakir, I., &Cimer, A. (2020).Teachers’ views on the effectiveness of in‐service courses on the new curriculum in Turkey. European Journal of Teacher Education, 33(1), 31-41.
Dowling, W. (2020).Strategic alliances as a structure for integrated delivery systems. Partners for the dance: Forming strategic alliances in health care, 139-175.
Ekechi, F. O., & Umar, A. I. (2020).Effect of change management on employee’s performance in Nigeria universities. European journal of business and management, 12(20), 39-48
Elmuti, D., Abebe, M., &Nicolosi, M. (2020).An overview of strategic alliances between universities and corporations. Journal of workplace Learning, 17(1/2), 115-129
Friedman, A. L., & Miles, S. (2021). Developing stakeholder theory. Journal of management studies, 39(1), 1-21.
Gaitho, P. R., &Awino, Z. B. (2018). Strategic leadership and service delivery in African context: Does organizational structure and ethical practices influence the relationship. International Journal for Innovation Education and Research, 6(11), 31-42.
Gaitho, P. R., &Awino, Z. B. (2018). Strategic leadership and service delivery in African context: Does organizational structure and ethical practices influence the relationship. International Journal for Innovation Education and Research, 6(11), 31-42.
Gathoni, R. A., &Gachunga, D. H. (2022).Effect of strategic change management on organizational performance in public universities in Kenya. Strategic Journal of Business & Change Management, 3(4), 214-223.
Ghavifekr, S., Afshari, M., Siraj, S., &Razak, A. Z. A. (2019). Organizational implementation of educational change: a case of Malaysian open & distance education. Life Science Journal, 10(2), 2329-2340
Gikang’a, M. N. (2020). Change Management Implementation Practices and Performance of Public Universities in Kenya: A Case of Kenyatta University (Doctoral dissertation, Kenyatta University).
Herath, S. K., Wickramasinghe, D., &Indrani, M. W. (2021).Improving efficiency and accountability: A case study on outsourcing strategies in higher education in Sri Lanka. International Journal of Managerial and Financial Accounting, 2(3), 275-304.
Holtzhausen, N., & Naidoo, G. (2023). Effective governance as an approach to promote service delivery by local government in South Africa: The case for Soul City. Journal of US-China Public Administration, 8(7), 735-747.
Hotamisli, M., &Yoruk, S. (2022). Academic service perception: A comparative research towards university students in Turkey. Educational research and reviews, 6(6), 462 – 469
Islam, M. R. (2021). Application of SERVQUAL model in customer service of mobile operators: a study from the context of Bangladesh. European Journal of Business and Management, 4(1), 47-54.
Jones, C., Hesterly, W. S., &Borgatti, S. P. (2017). A general theory of network governance: Exchange conditions and social mechanisms. Academy of management review, 22(4), 911-945
Kalunda, P. T. (2023). Influence of Strategic Partnerships on Service Delivery among Commercial Banks in Kenya (Doctoral dissertation, University of Nairobi).
Kapoor, M., & Aggarwal, V. (2020).Tracing the economics behind dynamic capabilities theory. International Journal of Innovation Science, 12(2), 187-201.
Kathuri, W. (2019). Effects of Organizational Systems on Service Delivery in Civil Organizations in Marsabit County [EMOD Thesis a Companied by a CD-ROM] (Doctoral dissertation, United States International University, Nairobi)
Keranga, B. M. Martin, O., Zachary, A., & Njeru, W. (2021).The Moderating Role of Stakeholder Involvement in the Relationship between Strategic Planning and Service Delivery. International Journal of Scientific Research and Management, 9(10), 1 – 9
Kimutai, K. S. (2020). Change management strategies and organizational effectiveness in public universities in Kenya (Doctoral dissertation, Kenyatta University).
Kolil, S., Ondiek B. A., &Manyasi, J. (2019).The effect of leadership on service delivery in County Governments in North Rift, Kenya. The Strategic Journal of Business & Change Management, 6 (4), 443 – 451.
Kularathne, D. M. N. (2017). Implementation of ‘Whole-of-Government Practices’ in Service Delivery: A Study on Selected Departments in Sri Lanka.
Lu, J. (2022). Governing diversity: The impact of social heterogeneity on human service delivery. Public Organization Review, 16, 153-166.
Luthans, F. (2018). The contingency theory of management: A path out of the jungle. Business Horizons, 16(3), 67-72.
Maina, C. N., Nzioki, S., &Mugambi, K. (2024). Gender Diversity Policies for Enhanced Service Delivery among Chartered Universities in Kenya. International Journal of Professional Practice, 12(6), 28-39.
Mazikana, A. T. (2021). The Effect of Change Management on Performance: A Case of Chinhoyi University of Technology. Available at SSRN 3993850.
Mcloughlin, C. (2019). When does service delivery improve the legitimacy of a fragile or conflict‐affected state?. Governance, 28(3), 341-356.
Mlotshwa, S. G. (2017). The impact of organizational structures on service delivery: a case study of the Mgungundlovu District Municipality (Doctoral dissertation, Stellenbosch: University of Stellenbosch).
Mugenda, O. M., &Mwangi, I. (2014).Governance of Public Universities in Kenya. Governance and Transformations of Universities in Africa: A Global Perspective, 43.
Muhammad, B, M., & Cyril, D. R. E. (2020). Private healthcare quality: applying a SERVQUAL model. International journal of health care quality assurance, 23(7), 658-673
Mukokho, A. A. (2022). Influence of strategic planning on Performance of public universities in Kenya: the case of university of Nairobi (Doctoral dissertation).
Naidoo, G. (2021). The critical need for effective leadership to promote service delivery by local government in South Africa. Public Administration, 18(1), 106-123.
Neilsen, E. H. (2018). Contingency theory applied to small business organizations. Human Relations, 27(4), 357-379.
Ngila, M. (2022). Effects of Strategic Partnerships on Service Delivery in Humanitarian Non-governmental Organizations in Kenya (Doctoral dissertation, University of Nairobi).
Njue, C. M. &Ongoto, H. K. (2018). Strategic management practices and change implementation in selected public universities in Kenya. International Academic Journal of Human Resource and Business Administration, 3(4), 124-149
Nyaberi, J. P. L. (2021). The role of organizational structure in the relationship between strategic leadership and service delivery of County Governments in Kenya. International Journal of Social Science and Humanities Research, 9(4), 216 - 222
Orina, K. B., Moronge, M., &Guyo, W. (2023).Stakeholder Management Strategies and Service Delivery in County Governments in Kenya. International Journal of Recent Research in Social Sciences and Humanities, 10(3), 153 – 163
Ponsignon, F., Smart, P. A., &Maull, R. S. (2021). Service delivery system design: characteristics and contingencies. International Journal of Operations & Production Management, 31(3), 324-349.
Resnick, G., & Burt, M. R. (2018). Youth at risk: Definitions and implications for service delivery. American journal of orthopsychiatry, 66(2), 172-188
Robinson, M. (2017). Does decentralization improve equity and efficiency in public service delivery provision? IDS bulletin, 38(1), 7-17.
Scott, T., &Asavisanu, P. (2021).Strengthening Strategic Enrolment Management Integration through Effective Organizational Change Management. Online Submission, 7(1), 4 – 13
Seip, B. K. (2021). Organizational structure and impact on service delivery: a case study of the Middle Ramu District Administration in Papua New Guinea. Contemporary PNG Studies, 15, 67-75.
Shimengah, M. M. (2018). Influence of strategic leadership practices on service delivery within county governments in Kenya: A literature review. Journal of Strategic Management, 3(1), 1-13.
Sifuna, D. N. (1998).The governance of Kenyan public universities. Research in Post-Compulsory Education, 3(2), 175-212
Smith, A. M., &Fischbacher, M. (2023).Stakeholder involvement in the new service design process. Journal of Financial Services Marketing, 5, 21-31
Staley, S. R., & Blair, J. P. (2021). Institutions, quality competition and public service provision: The case of public education. Constitutional Political Economy, 6, 21-33.
Staley, S. R., & Blair, J. P. (2022). Institutions, quality competition and public service provision: The case of public education. Constitutional Political Economy, 6, 21-33.
Thiriku, J. M., &Kegoro, H. O. (2019).Strategic Leadership on Customer Service Delivery in the Ministry Of Industry, Investment and Trade in Kenya. Noble International Journal of Business and Management Research, 3(8), 109-117.
Thiriku, J. M., &Kegoro, H. O. (2021).Strategic Leadership on Customer Service Delivery in the Ministry Of Industry, Investment and Trade in Kenya. Noble International Journal of Business and Management Research, 3(8), 109-117.
Tshuma, R., & Ndebele, C. (2020).Enhancing Quality Service Delivery through Self Evaluation: A Case of the Zimbabwe Open University’s Matabeleland South Region. Journal of Social Sciences, 41(1), 63-77
Tullberg, J. (2023). Stakeholder theory: Some revisionist suggestions. The Journal of Socio-Economics, 42, 127-135.
Tummers, L. L., Bekkers, V., Vink, E., &Musheno, M. (2022).Coping during public service delivery: A conceptualization and systematic review of the literature. Journal of Public Administration Research and Theory, 25(4), 1099-1126.
Twum-Darko, M., Ncede, N., &Tengeh, R. (2023). Stakeholder engagement: A service delivery-based strategy formulation process in the public sector of South Africa. International Journal of Research in Business and Social Science (2147-4478), 12(3), 109-121.
Valentine, O. C., &Adeiza, U. S. (2023).Workforce diversity and public service delivery. Pub.Admin. & Reg'l Stud., 16, 43
Wachhaus, T. A. (2022). Anarchy as a model for network governance. Public Administration Review, 72(1), 33-42.
Weill, P., & Olson, M. H. (2022).An assessment of the contingency theory of management information systems. Journal of management information systems, 6(1), 59-86
Wisniewski, M. (2022).Measuring service quality in the public sector: the potential for SERVQUAL. Total quality management, 7(4), 357-366.
Yuesti, A., Novitasari, L. G., &Rustiarini, N. W. (2016).Accountability of non-government organization from the perspective of stakeholder theory. International Journal of Accounting and Taxation, 4(2), 98-119.
Zhao, J., Ren, L., &Lovrich, N. (2021). Police organizational structures during the 1990s: An application of contingency theory. Police Quarterly, 13(2), 209-232.
Zwane, Z., &Matsiliza, N. S. (2022). Stakeholders’ involvement in service delivery at eDumbe Municipality. Journal of Local Government Research and Innovation, 3, 45 – 51