The devolved system of governance was adopted to ensure development in all regions and effectiveness in service delivery for all Kenyans. The purpose of the study was to evaluate the consensus orientation practices on the performance of county governments in Kenya. The study used a descriptive and explanatory cross-sectional survey method. The unit of analysis was the county government. The counties in which data was collected helped in the generalization of findings to all the Kenyan 47 counties. For this study, a sample of 354 was arrived at. A simple random sampling method was adopted for selecting the respondents. The study used a questionnaire for the collection of primary data. Data analysis was done with the help of a statistical analysis program. Frequencies and descriptive statistics were obtained for the study’s variables and this information was presented in graphs and frequency tables. Inferential statistics included regression analysis that was used to test the significance between dependent and the independent variables. The researcher observed respondents’ rights to privacy and safety. The study established that consensus orientation had a significant influence on the performance of county governments in Kenya and concluded that consensus orientation influences the performance of county governments in Kenya. The study recommends that Governors need to sensitize county directors to work in consultation with other stakeholders to ensure that all feel part of the developmental agenda for the county. There is a need for county governments to set effective regulations through the Public Procurement Regulatory Authority to regulate and shape the county’s procurement procedures.
Ahmed, S. (2016). Effective not-for profit management: Context, concepts, and competencies. CRC Press Taylor & Francis: New York.
Barcan, E. 2013). Corporate governance and enterprise restructuring in transition economies: Evidence from privatized Polish companies, Managerial Finance, 26, 80-92
Berghe, L. & Levrau, A. (2014). Evaluating Boards of Directors: What Constitutes a Good Corporate Board? Corporate Governance: An International Review, 12(4), 461-478.
Boeker, R. (2014). A Survey of Corporate Governance. Journal of Finance, 52, 737–783.
Boyd, B. (2015). CEO Duality and Firm Performance: A Contingency Model. Strategic Management Journal, 16(4), 301-312.
Byström, K. (2012). Information and information sources in tasks of varying complexity. Journal of the American Society for Information Science and Technology. 53 (7): 581-591.
Cannella, A. (2014). Are Family Firms Really Superior Performers? Journal of Corporate Finance, 13(5), 829-858.
Capital Markets Authority. (2016). Capital markets authority annual reports and financial statements. Nairobi: Capital markets authority.
Caplan, I. (2014). Investigated whether corporate governance consistence matters for firm performance in the Middle East and North Africa. Journal of Law and Economics, 15(2), 301-325.
Clarkson, M. (2015). A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance. Academy of Management Review, 20, (1), 92-117
Copeland, D. (2015). Business strategy orientation, information systems orientation and strategic alignment. Information Systems Research, 8 (2), 125–150
Cubbin, J. & Leech, D. (2016). The Effect of Shareholding Dispersion on the Degree of Control in British Companies: Theory and Measurement. The Economic Journal, 351-369.
Dunphy, D., Griffiths, A. & Benn, S. (2013). Organizational Change for corporate evidence and implications, Academy of Management Review. New York: Doi.
Ellstrand, O. (2016). Meta-analytic reviews of board composition, leadership structure, and financial performance, Strategic Management Journal, 19, (5), 269-90
Finkelstein, S. & Hambrick, D. (2015). Strategic Leadership: Top executives and their effects on organizations. West Publishing.
Gabrielsson, S. (2011). The relative power of CEOs and boards of directors: associations with corporate performance, Strategic Management Journal, 12, (5), 135-53
Gitari, J. (2015). Relationship between Corporate Governance Practices and Financial Performance of Kenya Corporative Creameries, MBA project; University of Nairobi.
Hambrick, D. & D ‘Aveni, R. (2008). Top Team Deterioration as Part of the Downward Spiral of Large Corporate Bankruptcies. Management Science, 38(10), 1445-1466.
Hubbard, G., Samuel, D. & Heaps, S. (2014). The First X1: winning organizations in Australia, John Wiley, New York, NY
Ingley, J. & Walt, E. (2018). Were the Good Old Days That Good? Changes in Managerial Stock Ownership since the Great Depression. Journal of Environmental Study. 54 (4): 435-69.
Jensen, M. & Meckling, W. (2014). Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure. Journal of Financial Economics, 3(4), 305-360.
Johnson, G., Whittington, R., & Scholes, K. (2011). Exploring strategy; Texts and Cases. Edinburg Gate, Harlow: Pearson Education Limited.
Karamanou, I., & Vafeas, N. (2015). The Association between Corporate Boards, Audit Committees, and Management Earnings Forecasts: An Empirical Analysis. Journal of Accounting Research, 43(3), 453-486.
Khanna and Palepu (2015). Study on Group Affiliation Profitable in Emerging Markets Investigated the Relationship between Corporate Governance Practices and Performance in the Istanbul Stock Exchange. Strategic Management Journal 15: 335- 344.
Kihara, N. (2016). Relationship between corporate governance rules and performance of firms listed in the Nairobi Stock Exchange. International Journal of Social Economics, 25(6), 1310-1325.
Klapper, L. & Love, I. (2014). Corporate Governance, Investor Protection, and Performance in Emerging Markets. Journal of Corporate Finance, 10(5), 703728.
KPMG International. 2017. Devolution of Healthcare Services in Kenya: Lessons Learnt from Other Countries. Accessed July 17, 2018, from https://www.kpmg.com/Africa/en/IssuesAndInsights/Articles-Publications/Pages/
Lins, K. & Miller, D. (2014). Concentrated Control of Corporate Governance in Developing, Transition and Emerging-market economies: OECD Publishing. 22-37 (5) 99.
Mak, J. & Li, T. (2010). Study done in Singapore focused more on the influence of culture on organizational corporate governance. Industrial relations journal. 13 (2), 3-6.
Mangena, K. & Tauringana, J. (2015). "An Examination of the Relationship of Governance Mechanisms to Performance", Elsevier Journal of Management 27: 23-50
Mankins, M. & Rogers, P. (2010). The Decision-Driven Organization. Harvard Business Review, June.
Mullins, D. (2015). Politically connected CEOs, corporate governance, and post-IPO performance of China’s newly partially privatized firms. Journal of Financial Economics 84: 330-357.
Mwirichia, Q. (2013). Survey on International Comparative Analysis of Corporate Governance Disclosures among Kenyan Firms Quoted at the Nairobi Stock Exchange Compared To other Emerging Economies. Rand Journal of Economics 19: 589-606.
Mwongozo (2017). http://www.scac.go.ke/index.php/2015-02-16-09-34-58/mwongozo Accessed on 3 June 2017
Ndegwa, M. (2016). Equity Pattern, Corporate Governance and Performance: A Study of India‘s Corporate Sector. Journal of Economic Behavior &Organization, 59(1), 29- 44.
Ntoiti, L. (2013). The County; Understanding Devolution and Governance in Kenya. Centre for Leadership, Education and Development International. Nairobi, Kenya
Okiiya A. S., Kisiangani, B. W., & Oparanya, W. (2015). Change Management and Performance of Public Secondary Schools in Siaya Sub County. International Journal of Scientific & Technology Research 4, (4), 162-176.
Okwiri, J. (2016). An Analysis of Board of Director Size and Composition in Regulatory State Corporations. Journal of Business Research, 30(3), 271-282.
Punch, K. (2016). Developing Effective Research Proposals. London: Sage Publications Ltd.
Reenen, J. (2011). Measuring and Explaining Management Practices Across Firms and Countries. The Quarterly Journal of Economics, 122(4), 13511408.
RoK (2016). Economic Survey 2016 Highlights. Nairobi: Government Printer.
Ross, I. (2015). Theory of the firm: managerial behavior, agency costs and ownership structure. Journal of Financial Economics 3: 305-360
Salkind, H. (2015). Top executive rewards and firm performance: a comparison of Japan and the United States. Journal of Political Economy 102: 510-546.
Sisulu, L. (2012). Public Service Corporate Governance of Information and Communication Technology Policy. Ministry of public service and administration, Republic of South Africa, p.14. Society Review. London: Routledge.
Sonnenfeld, O. (2012). The Decoupling of Science CEO Pay and Performance: An Agency Theory Perspective. Administrative Quarterly 34, (2): 169-89.
Stulz, R. (2015). The limits of financial globalization. The journal of finance, 60(4), 1595-1638.
Tauringana, V. & Chamisa, E. (2014). Corporate Boards, Ownership Structure and Firm Performance in an Environment of Severe Political and Economic Uncertainty: Bradford University, School of Management.
Thornhill. A., Lewis, P., Millmore, M. & Saunders, M. (2011). Managing Change: A Human Resource Strategy Approach. London: Prentice Hall.
Vafeas, W. & Theodorou, M. (2017). Boardrooms that Work: A Guide to Board Dynamics, Sydney, Australian Institute of Company Directors: 37-46.
Villalonga, V. & Amit, H. (2010). Strategic Management. Seventh Edition. New York: McGraw Hill Irwin
Wafula, K. (2013). Emerging Trends Shaping Contemporary Business Strategy. Prime Journals of Business Administration and Management, 2(9), 673-679.
Walls, L., Berrone, P. & Phan, P. (2012). Corporate governance and environmental performance, is there really a link? Strategic Management Journal. 13, (4), 885–913.
Weir, D. & Laing, S. (2010). Management Ownership and Market Valuation: An Empirical Analysis. Journal of Financial Economics 20 (3): 293-315.
Williamson, E. (1998). "Corporate Finance and Corporate Governance, Journal of Finance, 43(3), 567–591.
World Bank, (2012). Devolution without disruption– pathways to a successful new Kenya. A publication of the Australian AID. Nairobi.
World Bank. (2015). Devolution Without Disruption: Pathways to a Successful NewKenya. Nairobi, Kenya: World Bank and Australian AI.
Authors contributing to IJRBS agree to publish their articles under the Creative Commons Attribution- 4.0 NC license, allowing third parties to share their work (copy, distribute, transmit) and to adapt it, under the condition that the authors are given credit, that the work is not used for commercial purposes, and that in the event of reuse or distribution, the terms of this license are made clear. Authors retain copyright of their work, with first publication rights granted to IJRBS. However, authors are required to transfer copyrights associated with commercial use to the Publisher. The authors agree to the terms of this Copyright Notice, which will apply to this submission if and when it is published by this journal
Submission of an article implies that the work described has not been published previously( exceptin the form of an abstract or as part of a published lecture or academic thesis), that it is not under consideration for publication elsewhere, that its publication is approved by all authors and tacitly or explicitly by the responsible authorities where the work was carried out, and that, if accepted, it will not be published elsewhere in the same form, in English or in any other languages, without the written consent of the Publisher. The Editors reserve the right to edit or otherwise alter all contributions, but authors will receive proofs for approval before publication