SUPPLIERS' PERFORMANCE AS A MEDIATOR ON THE RELATIONSHIP BETWEEN STAKEHOLDER ENGAGEMENT AND THE COMPLETION OF FUNDED HEALTHCARE PROJECTS IN KENYA
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Abstract
This study determined the influence of suppliers' performance as a mediator on the relationship between stakeholder engagement and the completion of funded healthcare projects in Kenya. The study was underpinned by supply chain integration theory and adopted a positivist philosophy. The population consisted of all 223 healthcare projects drawn from all 47 counties in Kenya. Data was collected by use of a structured questionnaire targeted at procurement officers, project liaison officers, suppliers, and monitoring and evaluation staff. The findings revealed that supplier performance acted as a partial mediator, with a significant indirect effect of a × b = 0.147, 95% CI [0.065, 0.245], indicating that engaged stakeholders strengthen project outcomes by improving procurement processes and vendor reliability. The study made a theoretical contribution to Supply Chain Integration Theory by integrating stakeholder engagement and supplier performance. This study recommended that project managers and policymakers should enforce supplier accountability to optimize project completion. In view of the findings, future research should examine additional variables such as leadership style, institutional capacity, and digital tools, using longitudinal or comparative approaches across other public service sectors.
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References
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Gachoka, H. M., Kimani, P. N., & Wekesa, J. M. (2023). Assessing the effectiveness of performance dashboards in county healthcare facilities. African Journal of Health Systems Management, 8(2), 75–88.
Gichuki, C., Muthoni, J., & Njenga, A. (2023). Community participation and ownership in health project implementation: Evidence from Kenya. Health Policy and Planning, 38(2), 200–212. https://doi.org/10.1093/heapol/czac127.
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Huo, B., Han, Z., Chen, H., & Zhao, X. (2020). The impact of supplier integration on project success: Evidence from supply chains in developing countries. International Journal of Production Economics, 230, 107791.
Jensen, M. C. (2002). Value maximization, stakeholder theory, and the corporate objective function. Business Ethics Quarterly, 12(2), 235–256. https://doi.org/10.2307/3857812.
Johnson, T., & Roberts, L. (2024). Enhancing project sustainability through continuous stakeholder engagement: Evidence from global health initiatives. Project Management Journal, 55(1), 65–78. https://doi.org/10.1177/8756972823123456.
Kabiru, S., Njoroge, M., & Otieno, J. (2021). Procurement efficiency and accountability in donor-funded health projects in Kenya. International Journal of Health Policy and Management, 10(4), 199–211. https://doi.org/10.34172/ijhpm.2021.34.
Kagendo, A., & Mutua, S. (2023). Impact of supplier performance on healthcare infrastructure project completion. International Journal of Project Management in Health, 8(1), 33–47.
Karani, A. K., Githinji, C. W., & Wamalwa, E. W. (2023). Procurement system maturity and performance of health projects in Kenya. African Journal of Supply Chain Management, 11(2), 80–95. https://doi.org/10.4314/ajscm.v11i2.7.
Kariuki, P., & Mwaura, L. (2023). Accountability and resource mismanagement in donor-funded health projects in Kenya. Journal of Development Policy and Practice, 9(1), 20–35.
Kamau, T., & Otieno, D. (2024). Stakeholder engagement, supplier performance, and operations monitoring in Kenyan healthcare projects. Journal of Health Systems Research, 16(1), 55–78.
Kiarie, M., Njihia, J., & Kigen, N. (2023). Supplier flexibility and health project outcomes in devolved Kenyan counties. Journal of Health Systems Management, 9(2), 120–134. https://doi.org/10.4314/jhsm.v9i2.9
Kilonzo, D., & Obadha, M. (2023). Assessing implementation challenges in county-level healthcare projects in Kenya. Journal of African Health Systems, 11(2), 78–89. https://doi.org/10.4314/jahs.v11i2.6
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