Stakeholder Collaboration and Operational Performance of Disaster and Relief Humanitarian Non-Governmental Organizations in Kenya.

Ron Muhande; Samuel Somba Muli; Miriam Thogori Nyambura; Wycliffe Nemuel Arani

doi:10.61108/ijsshr.v3i2.206

Stakeholder Collaboration and Operational Performance of Disaster and Relief Humanitarian Non-Governmental Organizations in Kenya.

Authors

Ron Muhande Scholar, Jomo Kenyatta University of Agriculture and Technology
Dr. Samuel Muli(PhD) Senior Lecturer: Jomo Kenyatta University of Agriculture and Technology
Dr. Miriam Thogori (PhD) Senior Lecturer: Chuka University
Dr. Wycliffe Arani (PhD) Senior Lecturer: Multimedia University of Kenya https://orcid.org/0000-0002-8170-7109

DOI:

https://doi.org/10.61108/ijsshr.v3i2.206

Keywords:

Humanitarian Supply Chain, Stakeholder Collaboration, Operational Performance

Abstract

Humanitarian Non-Governmental Organizations (HNGOs) in Kenya stand at the frontline of disaster relief, yet their effectiveness is often tested by fragmented coordination, donor conditionalities, and inconsistent community engagement. This study set out to examine how stakeholder collaboration—across communities, government agencies, and donor institutions—shapes the operational performance of disaster and relief NGOs. Guided by Stakeholder Theory, Social Network Theory, and Relief Coordination Theory, the study employed a descriptive and explanatory design, surveying 80 NGOs through stratified random sampling. Data were analyzed using descriptive statistics and regression analysis, with reliability confirmed through Cronbach’s alpha (>0.70) and validity through factor loadings (>0.5). The findings reveal a compelling narrative: while government collaboration emerged as the strongest contributor to operational effectiveness (M = 4.50, SD = 0.675), community participation (M = 4.05, SD = 0.840) and donor engagement (M = 3.56, SD = 0.672) showed uneven application, reflecting both opportunities and gaps. Regression analysis confirmed a strong, positive relationship between stakeholder collaboration and performance (β = 0.813, p < 0.001), with collaboration explaining 66.1% of the variance in operational outcomes (R² = 0.661; F = 152.146, p < 0.001). These results underscore collaboration not as a peripheral input, but as a strategic enabler of responsiveness, accountability, and adaptability in humanitarian supply chains. The study recommends strengthening government coordination mechanisms, enhancing structured donor communication systems, and institutionalizing standardized community feedback frameworks, while policymakers should develop a national coordination framework and enforce minimum donor engagement standards. Recognizing its Kenya-specific context, the study calls for further research to explore causal mechanisms, stakeholder-specific impacts, mediating and moderating variables, cross-cultural validation, and the role of digital technologies in enhancing collaboration. Ultimately, the findings remind us that in the fragile terrain of humanitarian response, collaboration is not merely cooperation—it is the heartbeat of operational performance, and its strengthening could redefine resilience in Kenya’s humanitarian ecosystem and beyond.

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Published

2025-09-26

How to Cite

Muhande, R., Muli , S. S., Nyambura, M. T., & Arani , W. N. (2025). Stakeholder Collaboration and Operational Performance of Disaster and Relief Humanitarian Non-Governmental Organizations in Kenya. International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p), 3(2), 239–252. https://doi.org/10.61108/ijsshr.v3i2.206

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Vol. 3 No. 2 (2025): International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p)

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