Impact of strategic corporate governance on organisation performance, a case of Kenya ports authority Mombasa, Kenya

The global business landscape is increasingly becoming complex and unpredictable. This study investigated the impact of strategic corporate governance on organisation performance of Kenya Ports Authority in Mombasa Kenya. Specifically, the study investigated the impact of board size on the performance of KPA. The study adopted a cross-sectional survey design where 55 board of directors, general managers and head of division of KPA were targeted. The sample size was 48 and stratified sampling technique was employed to identify respondents that participated in the study. Self-administered questionnaires were used to collect the data from the respondents. The coefficient of Cronbach's alpha was used to test the reliability of the instrument with alpha coefficient greater than 0.65 being accepted, while alpha coefficients that that are less than 0.65 being rejected. Data was analysed using both descriptive and inferential statistics. The data was analysed using the Statistical Package for Social Sciences (SPSS) software and presented using tables and figures. The study found that 59.8 per cent of the organisation performance at KPA could be attributed to strategic corporate governance. The study recommends KPA to strive and incorporate Board Size, Competency in its strategic corporate governance objectives if it were to enhance its performance.