Page 2561
www.rsisinternational.org
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management
Resource Allocation and Performance of Public Hospitals in
Montserrado County: A Case of John Fitzgerald Kennedy Medical
Centre, Liberia.
Tom Namoi Kerkulah Sherman, Dr. Moses O. Owino, Dr. John Kamau
School of Business, Africa Nazarene University, Kenya
DOI:
https://dx.doi.org/10.47772/IJRISS.2025.914MG00196
Received: 18 October 2025; Accepted: 23 October 2025; Published: 13 November 2025
ABSTRACT:
This paper has addressed how allocation of resources affects performance of the public hospitals using the
example of John F. Kennedy Medical Center in Montserrado County, Liberia. Descriptive research design
approach was used to allow a systematic evaluation to take place without interfering with the natural setting.
The target population included 214 employees of the hospital, and purposive sampling was used to complement
the census approach and justify the efficiency in the progress of the data collection. Primary data was collected
using structured questionnaire consisting of open and closed ended questions, and scale used in answering the
questions had a five-point likert scale. Analysis of the data included incorporating descriptive measurers like the
average and standard error to give a summary of trends, as well as income methods like correlation and regression
analysis to build association of variables. Upon research findings, allocation of financial, human, capital, and
technological resources seemed to have significant effect to hospital performance, although there are various
dimensions that have varying effects to it. Regression analysis-based results showed that the allocation of
resources is one of the major indicators of efficiency in operation and results of services delivery. Resting on
such findings, the research proposes a more calculated, balanced, and needs-connected distribution of resources
in order to gain the optimum output in state medical establishments. Such insights can have real-life implications
in the context of better hospital administrators and policymakers striving to have better healthcare systems by
managing all the resources efficiently.
Keywords: Organisational resources, , Strategy implementation, Organisational performance
INTRODUCTION
Hamann and Schiemann (2021) observed that organisational performance entails the assessment of different
parts of an organisation, and such parts include financial performance, productivity of employees, customer
satisfaction, and operational efficiency. The first one is financial performance, which incorporates such measures
as profitability, growth of revenues, and the level of return on investment. The financial performance indicators
can be used to indicate whether or not an organisation is achieving its financial goals and is able to maintain its
long-term growth (Demeke & Tao, 2020). Employee performance constitutes a significant consideration on non-
financial performance indicators, and this is done by identifying how the employees are doing concerning their
personal and group benefits as well as the effect that employee productivity has on overall performance of the
organisation (Moumin, 2024). Organisations with good record of performance usually consider investment to
develop their employees and provide a good workplace environment to enhance productivity and work
enjoyment.
Customer satisfaction is an essential element of organization performance. Companies need to always measure
the satisfaction of their customers in relation to a product or a service (Conţu, 2020). Customer satisfaction tends
to correlate with repeat business and also, client loyalty which is important in long term success. Finally, two
factors, such as operational efficiency, are decisive in the organization performance. The efficient management
of resources, efficient processes, and technology can result in savings and increased efficiency (Gomide Júnior
et al., 2022). Moreover, it is crucial to make sure that resource distribution, be it financial, human, or
Page 2562
www.rsisinternational.org
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management
technological is distributed to the right places when implementing the strategies (Fuertes et al., 2020). Such
allocation should be in relation to the strategic priorities and needs of the organisation.
More so, resource allocation refers to assigning and managing the assets in a way that contributes to the strategic
planning of an organisation (Ali et al., 2022). The resources involved in resource allocation include four groups
of resources that comprise finances, technologies, materials and people. In Indonesia, Dharyanti et al. (2019)
recorded that strategy implementation is made up of communication, resources, disposition, and bureaucratic
structure. A hospital is a costly health facility that offers rehabilitative, medical and diagnostic services. Hence,
it is important to plan strategically and enhance the standards of public health. The research concluded by Al
Humeisat and Abushattal (2022) in Jordan involved the dimensions of strategic management in the context of
coping with the spread of coronavirus, such as environmental scanning, strategy formulation, strategy
implementation and strategy evaluation. The analysis concentrated on environmental scanning, strategy
formulation and its assessment post-implementation and discovered that high-rank management could decide on
the mechanism of preparedness to face the pandemics by extrapolating general policies of the functional strategy
and operational strategies, which were described as short-term strategies.
In Kenya, Waswa and Osoro (2024) found that the implementation of effective strategies in health facilities was
dependent on aligning personnel, culture, systems, and resources in the private sector. Mwangi and Kihara (2021)
also stated that the performance of privately owned hospitals required management commitment and cultural
endorsement. Therefore, in Liberia, Alwan et al. (2024) emphasized the benefits of focusing on the appropriate
distribution of resources to enhance universal health coverage through countries reliant on donor assistance.
The JFKMC is Liberia's premier tertiary, referral, and teaching hospital, situated in the capital, Monrovia. The
hospital has a bed capacity of 500, but currently has more than 400 functional beds. Moreover, the hospital was
commissioned in the year 1971 (Joseph, 2019). The hospital provides all levels of health care, that is, primary,
secondary, and tertiary medical services. The first two services are provided to the communities around it, and
tertiary health services to the whole of Liberia. In addition, JFKMC receives referrals from all fifteen counties
of Liberia, which in the year 2022 had a population estimated to be 5.3 million. Also, the funding for the
hospital's operations comes mainly from government allotments and fees-for-service, with additional support
from both local and international organisations (Dadzie & Kanagasabai, 2022).
In 2013-2020, the country noted a reduction of maternal mortality by 1,072 to 742 deaths per person per 100,000
live births although haemorrhage (20%) and eclampsia (17%) are the top causes. In 2019, the estimated loss of
disability-adjusted life years of Liberia was 1.98 million, of which 60 percent was due to communicable,
maternal, child, and nutritional, 30 to non-communicable diseases, and 5 to injuries (Ako-Egbe et al., 2023).
There is however a significant constraint in terms of the public health infrastructure of which only two out of the
scheduled five regional laboratories have been built, restricting decentralised disease testing. The health sector
suffers under budgetary constraints that are currently at around 25 percent of what they should be, and human
resource shortages, with turnover being too high, making it hard to implement integrated disease surveillance
and response, and follow international health regulations (NPHIL, 2022).
Statement of the Problem
The healthcare system of Liberia is burdened with a number of acute problems, which impact on the efficiency
of the hospitals and effective delivery of the services substantially (Ako-Egbe et al., 2023). Among them is
inadequate customer service, manifested by the presence of long queues and lack of efficiency in communication
with the patient and a shortage of necessary medical supplies and equipment (Nyenswah et al., 2023). Also, the
incapacity to follow common treatment practices and little infection prevention and control procedures occurs
continuously. This is additionally worsened by the poor training of healthcare workers who in general are
undermining the quality of care given even in the health facilities in the country (Dadzie & Kanagasabai, 2022).
A major gap identifies was that left by Tawse and Tabesh (2021) centered on strategy formulation and
implementation in the healthcare sector in the USA Thus, did not focus on public hospital performance. Another,
gap addressed by this study emanated from Eresia-Eke and Soriakumar (2021) in South Africa that determined
challenges to strategy implementation and on public sector organisations. Thus, this study is more specific to
Page 2563
www.rsisinternational.org
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management
Liberia public hospitals. Further, Godana et al. (2022) study examined the impacts of financial resource
deployment on the realisation of strategic directions in the public hospitals in Kenya. However, the study did not
include technological and human resources which were addressed by this article.
Objective of the Study
To determine the influence of resource allocation on performance at JKFMC, Montserrado County, Liberia.
Hypothesis
Resource allocation has no statistically significant influence on the performance of public hospitals in JFKMC
in Montserrado County, Liberia.
LITERATURE REVIEW
Eresia-Eke and Soriakumar (2021) explored the obstacles to strategy implementation in the South African public
sector, referring to both internal and external barriers like the short amount of resources, the organisational
structure, culture, politics, infrastructure and regulatory frameworks in the country. Nevertheless, although this
study can be applied in the context of raising the issue of the problem of resources, its context, method, and
subject are dramatically different than the present research. One is that it was done in the general public sector
of South Africa and not in the public health facilities and hence might not be easily applicable to the performance
of the hospital in Liberia. Second, it used qualitative research design in terms of a multiple case study based on
using semi-structured interviews as opposed to using the present study which employs a descriptive research
design and structured questionnaires where the outcomes of the research design can be measured quantitatively
in terms of the effectiveness of allocating financial, human, and capital resources. Besides, the above study was
more general as pertaining to the strategy implementation, whereas the given study is specific as it draws
attention to the impact of resource allocation on the performance of the public hospitals. Whereas the two studies
appreciate resources as an important determinant in the success of organisations, the present study constricts the
research to the healthcare segment and collects a complete census of the target population, as well as employing
regression analysis in creating statistical links.
Mapetere et al. (2023) investigated empirically the interaction between resource allocation and the strategy
implementation of commercialised state-owned enterprises in the communication technology industries, as well
as the courier services industry in the country of Zimbabwe. The study used a questionnaire. Their results
confirmed the fact that proper resource allocation played a crucial role in the attainment of the strategic goals,
but a lack of resources negatively affected the implementation of a strategy. As the study is useful in showing
how resource allocation is a crucial element, its unilateral concentration on technology and courier services
makes it insufficiently applicable to the healthcare setting which is unlike the other sphere in its operations and
resources requirements. In addition, the above study mostly tested the resource allocation based on the
implementation of the strategy when the connection between resource allocation and measurable results of
performance like the speed of service delivery and quality of patient care was not directly tested. The gaps filled
by current study are by focusing on resource allocation of financial, human and capital sources within the
confines of the public hospitals and also utilizing correlation and regression analyses.
Onyegbula and Nwoye (2023) conducted a study in the country of Nigeria regarding the impacts of implementing
strategies in stock and insurance markets on the performance of regulatory and supervisory institutions. The
study was premised on the theory of resource-based view and utilized a descriptive research design that retrieved
primary data constituting 145 employees selected. The authors used OLS regression to determine that strategic
alignment, resource availability, and organisational structure had a significant positive impact on organisational
performance. Even though applying this study practically, can also be useful in terms of theoretical insights of
the relations between resources and performance, it is less applicable in the healthcare sector, as financial
regulatory agencies, first of all, have different priorities on operations and performance rather than the healthcare
sector. Also, the study demonstrates the value of available resources, but does not refer to specific aspects of the
sector like patient care quality or hospital efficiency. The present study was based on these results, as it
Page 2564
www.rsisinternational.org
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management
implements regression analysis to a public hospital setting, but with financial, human, and capital sources of
resources allocation, and organisational performance in health care sector.
Waithira (2022) carried out a cross-sectional quantitative study in Kenya that aimed to analyze the obstacles to
the implementation of strategies in Saint Francis Community Hospital in Nairobi with the specificity of
dedicating attention to the significance of resource allocation. The study used correlational research design, and
it targeted 347 employees, 102 of whom were purposely sampled. Questionnaires were used to collect data and
descriptive and inferential statistical methods were used in analysis process. According to the results, there was
a close positive relationship between strategy execution and physical resource capability, technological resource,
and physical resources allocation. This study has provided the give and take as far as the healthcare sector in
concerned, however, study was limited to a single hospital and the area of focus was on strategy implementation
other than the aspect of depth involved in the performance of a hospital. The current study further narrows this
down to exploring resource allocation of financial, human and capital among the public hospitals in Montserrado
County through the deployment of a compulsory census of target population and use of correlation and regression
analysis to capture a broader view of the effect of resource allocation on the entire hospital performance.
THEORETICAL FRAMEWORK
Resource-Based View (RBV) theory is the work of Barney (1991). The theory goes to the extremes of using
factors of organisational economics and strategic management to give a general account on how to describe
competitive advantage and high organisational performance (Barney, 1991). The other existing competitive
advantage generating sources of competitive advantage including financial and natural resources, technology,
and economies of scale are generating value but are now being readily made more accessible by competitors and
can be easily imitated. It is pointed out, however, that the RBV focuses more on recognizing internal resources,
which enable sustained competitive advantage, which in turn reveals the reason why companies operating in the
same industry can perform at varying degrees (Seriki, 2023).
According to RBV supporters, valuable resources are capable of providing high performance and leading the
company to attaining a sustainable competitive advantage. The RBV classifies resources into tangible and
intangible assets including technological, human and physical assets that are elements strongly linked to the firm
(Lubis, 2022). Nonetheless, these resources are not adequately available. The RBV also introduces the so-called
concept of capabilities; they are being manifested in the form of webs of relationships and coordination and
spread across resources in a firm (Bertram, 2016). The idea just came out to reveal how these resources are even
more valuable when packaged with the special capabilities that a firm develops in its working life. The RBV
supposes that the resources and capabilities, being two of the strategic assets are more valuable when they are
combined.
What is intended is basically to inquire how resources could be organized in such a way that they generate the
highest financial returns on the investment and overall proficiency. These are enhanced organisational financial
performance, organisational efficiency and organisational institutional capacity. Therefore, analyzing the
influence of unique resources and capabilities, the study will reveal what processes allow the firms to sustain
competitive advantage in the environment of the Kenyan healthcare insurance industry (Nayak et al., 2023). In
addition, RBV tenets come in handy in establishing how the external environment of firms may be identical yet
results of the analysed firms operating in the same industry may vary. Through RBV, this paper will be able to
argue out that the internal sources and capabilities of firms are main drivers towards their success. Therefore,
the study, by analysing internal resources utilisation and how organisational capabilities can be better leveraged,
will contribute to an understanding of how strategy management practices of public hospitals may be improved
to generate greater performance (D’Oria et al., 2021).
Conceptual Framework
The conceptual framework given in Figure 1.1 explains the relationships of the research concepts together with
the constructs under study (Van Der Heijden, 2020). In this paper resource allocation is the independent variable,
and the dependent variable is organization performance.
Page 2565
www.rsisinternational.org
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management
Independent Variables Dependent Variable
Figure 1.1 Conceptual Framework
METHODOLOGY
The research design was descriptive, and this allowed systematic description and presentation of the nature of
the population and the variables of the study without changing the natural environment of the research (Creswell
& Creswell, 2023). The target population to be studied was 214 employees in JFKMC in Liberia. Census method
was used to cover the representation of the entire population, although purposive sampling technique was used
to simplify the process and to facilitate effective data collection in the rigorous conditions of functioning of
healthcare organizations. Structured questionnaires that have open-ended and closed questions were utilized to
collect the data as recommended by (Mallette & Duke, 2021). To embrace the perspectives of the respondents,
the questionnaires included a five-point likert scale, which Flick (2020) interpreted as best practice. The data
analysis followed two steps: descriptive statistics where the Data was summarized using various measures like
mean and standard deviation to see variations; and inferential statistics whereby the data was analysed using
linear regression analysis to establish the relationship between the variables in the study. This combination of
approaches gave the overview of the data and statistical evidence on how resource allocation contributes to the
performance of hospitals.
FINDINGS
The descriptive statistics for the study were based on the mean and standard deviation as indicated in the table
1.
Table 1 Descriptive statistics of Resource Allocation and Performance of Public Hospitals
Resources Allocation
Mean
Standard deviation
Financial resource allocation influences an organisation's performance
2.91
1.21
Influence of human resource allocation on organisational performance
2.58
1.40
Capital resource allocation influences organisational performance
2.64
1.35
Adequate resource allocation for strategy implementation
2.55
1.38
Influence of technological resource allocation on organisational performance
3.39
1.25
Lack of strategy execution is influenced by resource allocation
2.97
1.52
Composite mean and standard deviation
2.84
1.35
In table 1, the analysis showed that the composite mean of resource allocation was 2.84 and composed standard
deviation was 1.35 to use as benchmarks against the outcomes of the analysis. The allocation of financial
resources presents a high mean of 2.91 as compared to the composite value, a fact that suggests its positive
relevance to the performance of public hospitals. Its standard deviation was 1.21 as compared to the composite
which indicated that there was less variability in responses. The mean of human resource allocation was less
Financial Resources allocation
Organization Performance
• Financial performance
• Efficiency
• Patience satisfaction
• Employees engagement
Human Resource allocation
Capital resources allocation
Page 2566
www.rsisinternational.org
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management
than the composite mean at 2.58 and it had a larger standard deviation of 1.40 which portrayed it as having a
negative effect with increased variability in the responses amongst the respondents.
Capital resource allocation rated at the mean of 2.64 which is lower than the composite average which represents
a negative impact, but with equal standard deviation as the composite which gives the same extent of variability.
Reasonable resource investment in strategy execution has a lower result of 2.55, which is lower than the
composite with a slightly higher standard deviation of 1.38 which in such case indicates more variability.
Technological resource allocation showed a mean of 3.39, thus, surpassing composite mean, meaning that it had
a positive impact on the responses, and a smaller standard deviation of 1.25 which showed more unified answers.
Lastly, the ineffectiveness of strategy implementation as a result of resources allocation had a mean of 2.97
above the overall mean indicating that there is a positive effect but the standard deviation stood at 1.52 indicating
that there is more variance in the perceptions. In addition, the inference statistics for the study were determined
using simple regression analysis as indicated in the table 2.
Table 2: Inference Statistics Result of Resource Allocation and Performance of Public Hospitals
Unstandardized
Coefficients
Standardized
Coefficients
B
Std. Error
Beta
t
Sig.
2.610
0.101
25.794
0.001
0.459
0.037
0.661
12.491
0.001
0.661a
Sig.
0.000b
0.537
F
156.01
0.534
Sum of Squares
44.846
Std. Error of the Estimate
0.47235
df
201
Mean Square regression
34.810
Mean Square residual
0.223
a. Dependent Variable: Performance of Public Hospitals
In table 2, regression analysis was used to gauge the influence that resource allocation has on the performance
of the public hospitals. A strong connection can be observed in the results because the p-value of 0.001 is much
lower than 0.05. The value of the unstandardized coefficient of resource allocation (B = 0.459) indicates that 1
unit in resource allocation is associated with a 0.459 unit increase in the performance of public hospitals, where
the other factors are kept the same. The standardized value of the full coefficient beta (0.661) shows that the
relationship between the two variables is very positive. The high correlation coefficient (R = 0.661) implies that
there is a significant extent of association between the model and the correlation coefficient of 0.661 illustrates
a high level of correlation. On the other hand, since R Square = 0.537, this shows that resource allocation explains
a significant proportion of hospital performance (roughly 53.7 percent). The R Square is adjusted (0.534) to
prove that the model is strong considering the number of predictors. The overall significance of the model, as
well as the F-statistic also supports the existence of the overall model significance (F = 156.01, p < 0.05). The
standard error of the estimate (0.47235) implies that the degree of error in prediction would be moderate. The
findings, overall, suggest the importance of the resource allocation as a predictor of public hospital performance
as the better resource distribution would produce a significant change in the service delivery and outcome.
DISCUSSION
The research established that resource allocation is a key factor behind the operation of the public hospitals in
Liberia. The aspect of proper allocation plays a significant role in ensuring that medical supplies and equipment,
as well as human beings are available to run the hospital cost effectively, which instantly impacts on the service
delivery capability and patient outcomes. These findings share similarities with the study by Eresia-Eke and
Soriakumar (2021) who highlighted that organisational resources are vital in the increase in performance. They
Page 2567
www.rsisinternational.org
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management
found in their studies that effective management of resources enhances productivity, decision making, and in
general institutional performance.
Moreover, the results of the research are associated with a study by Mapetere et al. (2023), who examined the
impact of resource allocation when implementing strategies in commercialized state-owned enterprises. In their
studies, they found that the effective allocation of resources is fundamental in the pursuit of strategic objectives
since ineffective resources are a hindrance to implementation and a decline in organisational performance. On
the same note, this research study affirms that resources should be allocated properly such that implementation
of strategic initiatives in Liberian public hospitals would have improved service delivery and an efficient
operation process.
In addition, this study is consistent with the study conducted by Onyegbula and Nwoye (2023), which concluded
and determined that strategic alignment, availability of resources, and organisational structure are instrumental
in boosting the performance of organisations. Their writing indicated that when organisations are able to match
their strategy with the available resources and where a structure is well organised, they are able to attain greater
efficiency and better outcomes. On the same note, it is true, according to the present study that resource
allocation, organisational structure, and strategic communication are crucial to the performance of the public
hospitals in Liberia.
Finally, the results of the current research were aligned with Godana et al. (2022), who concluded that financial
allocation of resources is the key determinant of the proper execution of county health strategies. In their paper,
they stressed that proper funding improves the delivery of services, performance of staff, and the level of health
improvement in the community. On the same note, this paper finds out that resource allocation is vital in
enhancing rather poor performance of public hospitals in Liberia. Hospitals lack enough money; therefore, they
are impacted in terms of infrastructure, medical supplies and effectiveness of the working force, which influences
the quality of the provided services. Consequently, efficient financial resource management is crucial in making
sure that hospitals use their strategies to great success and hence offer improved healthcare services.
CONCLUSION
The outcomes indicate that resource allocation is a significant factor for performance of a public hospital is
concerned. The positive unstandardized coefficient (B = 0.459, p = 0.001) shows that resource allocation has an
association with performance, given other variables being constant, one unit change in the resource allocation
can be linked to 0.459 units change in performance. This relationship is very strong, with a high value of
standardized beta (0.661) and the correlation coefficient (0.661). Moreover, an R Square value of 0.537 indicates
that the model is reliable since it demonstrates that 53.7 percent of the change in any hospital performance is
dependent on resource allocation and a high-quality adjusted R square of 0.534 approves the goodness of the
model. The large F-statistic (F = 156.01, p <0.05) further confirms the predictive ability of the model under
study. As the standard error of the estimate is rather small (0.47235), it is quite obvious that with the effective
and strategic allocation of the financial, human, capital, and technological resources, significant progress may
be achieved in the efficiency, quality, and overall performance of the public hospitals.
RECOMMENDATIONS
Considering the results, the following recommendation is made, the strategic and balanced approach to resources
allocation should be used in public hospitals so that the performance of the latter could be improved. In managing
all the resources, it is imperative that financial, human, capital and technological resources be channeled to where
they can create maximum impact on services delivery and efficiency of operations. These are bringing budgets
inline on matters of priority in healthcare, investing in new equipment and technology, and having proper staff
numbers with the skills to sufficiently attend to patient needs. Moreover, hospitals ought to introduce effective
monitoring and evaluation systems to ensure that they monitor the utilisation of resources in the hospitals as well
as noting and solving inefficiencies in them. Using appropriate data to coordinate and select the planning and
allocation will assist in reinforcing healthcare delivery, patient satisfaction, and long-term sustainability of
hospital operation.
Page 2568
www.rsisinternational.org
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management
REFERENCES
1. Ako-Egbe, L., Seifeldin, R., Saikat, S., Wesseh, S. C., Bolongei, M. B., Ngormbu, B. J., George, R.,
Ocan, C., & Peter Lasuba, C. L. (2023). Liberia health system’s journey to long-term recovery and
resilience post-Ebola: A case study of an exemplary multi-year collaboration. Frontiers in Public Health,
11, 1137865. https://doi.org/10.3389/fpubh.2023.1137865
2. Al Humeisat, E. K. I., & Abushattal, M. M. S. (2022). How Strategic Management Helped
Organizations Manage the COVID-19 Pandemic. Journal of Hunan University Natural Sciences, 49(8),
225–234. https://doi.org/10.55463/issn.1674-2974.49.8.27
3. Ali, M. A. H., Ogolla, D., & Nzioki, S. (2022). Influence of resource allocation on organizational
performance of cement manufacturing firms in Kenya. International Academic Journal of Human
Resource and Business Administration, 4(1), 198–207.
4. Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management,
17(1), 99–120. https://doi.org/10.1177/014920639101700108
5. Bertram, M. (2016). Theoretical foundation: The resource-based view (RBV) of the firm. In M.
Bertram, The Strategic Role of Software Customization (pp. 67–102). Springer Fachmedien Wiesbaden.
https://doi.org/10.1007/978-3-658-14858-4_3
6. Conţu, E. G. (2020). Organizational performance – theoretical and practical approaches; study on
students’ perceptions. Proceedings of the International Conference on Business Excellence, 14(1), 398–
406. https://doi.org/10.2478/picbe-2020-0038
7. Creswell, J. W., & Creswell, J. D. (2023). Research design: Qualitative, quantitative, and mixed
methods approaches (Sixth edition). SAGE.
8. Dadzie, J. E., & Kanagasabai, U. (2022). A Policy Analysis of the Primary Health Care Approach in
Liberia. Hygiene, 2(1), 44–62. https://doi.org/10.3390/hygiene2010004
9. Demeke, B., & Tao, C. (2020). Concept & Perspectives of Organizational Performance Measurement:
Literature Review. International Journal of Academic Multidisciplinary Research, 4(8), 89–96.
10. Dharyanti, F., Jati, S. P., & Pramukarso, D. T. (2019). Implementation Process of Strategic Planning at
District General Hospital. Jurnal Administrasi Kesehatan Indonesia, 7(2), 123.
https://doi.org/10.20473/jaki.v7i2.2019.123-131
11. D’Oria, L., Crook, T. R., Ketchen, D. J., Sirmon, D. G., & Wright, M. (2021). The Evolution of
Resource-Based Inquiry: A Review and Meta-Analytic Integration of the Strategic Resources–Actions–
Performance Pathway. Journal of Management, 47(6), 1383–1429.
https://doi.org/10.1177/0149206321994182
12. Eresia-Eke, E. C., & Soriakumar, A. D. (2021). Strategy Implementation Barriers and Remedies in
Public Sector Organisations. African Journal of Public Affairs, 12(1), 47–61.
13. Flick, U. (2020). Introducing research methodology: Thinking your way through your research project
(Third edition). SAGE.
14. Fuertes, G., Alfaro, M., Vargas, M., Gutierrez, S., Ternero, R., & Sabattin, J. (2020). Conceptual
Framework for the Strategic Management: A Literature Review—Descriptive. Journal of Engineering,
2020, 1–21. https://doi.org/10.1155/2020/6253013
15. Godana, C., Rintari, N., & Moguche, A. (2022). Effect of Financial Resource Allocation on Strategy
Implementation in the Health Sector of Marsabit County. Journal of Strategic Management, 2(1), 1–7.
https://doi.org/10.70619/vol2iss1pp1-7
16. Gomide Júnior, S., Gomes, D. F. P., Costa, S. C., & Oliveira, Á. D. F. (2022). Organizational
Effectiveness: A Critical Review of the Proposals for Conceptualization and Measurement of the
Construct. In M. O. Macambira, H. Mendonça, & M. D. G. T. Paz (Eds.), Assessing Organizational
Behaviors (pp. 243–262). Springer International Publishing. https://doi.org/10.1007/978-3-030-81311-
6_11
17. Hamann, P. M., & Schiemann, F. (2021). Organizational performance as a set of four dimensions: An
empirical analysis. Journal of Business Research, 127(1), 45–65.
https://doi.org/10.1016/j.jbusres.2021.01.012
18. Joseph, N. N. (2019). The Beginning and Growth of Modern Medicine in Liberia and the Founding of
the John F. Kennedy Medical Centre, Liberia. Panaf.
Page 2569
www.rsisinternational.org
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management
19. Lubis, N. W. (2022). Resource Based View (RBV) in Improving Company Strategic Capacity. Research
Horizon, 2(6), 587–596. https://doi.org/10.54518/rh.2.6.2022.587-596
20. Mapetere, D., Manhiwa, E. T. R., & Mangoma, S. (2023). Influence of Resource Allocation on Strategy
Implementation in Commercialised State Enterprises in Zimbabwe’s Communication Technology and
Courier Services Sector. European Journal of Business and Management Research, 8(3), 198–203.
https://doi.org/10.24018/ejbmr.2023.8.3.885
21. Moumin, I. (2024). Organizational Performance: A Comprehensive Literature Review of Modern
Models and Approache. International Journal of Entrepreneurship and Small Business, 28, 1–5.
22. Nayak, B., Bhattacharyya, S. S., & Krishnamoorthy, B. (2023). Integrating the dialectic perspectives of
resource-based view and industrial organization theory for competitive advantage – a review and
research agenda. Journal of Business & Industrial Marketing, 38(3), 656–679.
https://doi.org/10.1108/JBIM-06-2021-0306
23. NPHIL. (2022). National Public Health Institute of Liberia, Strategic Plan 2017—2022. Government
of Liberia, 1–43.
24. Nyenswah, T. G., Skrip, L., Stone, M., Schue, J. L., Peters, D. H., & Brieger, W. R. (2023). Documenting
the development, adoption and pre-ebola implementation of Liberia’s integrated disease surveillance
and response (IDSR) strategy. BMC Public Health, 23(1), 2093. https://doi.org/10.1186/s12889-023-
17006-7
25. Onyegbula, E. F., & Nwoye, M. I. (2023). Impact of Strategy Implementation on Performance in
Nigerian Stock and Insurance Markets: A Regulator and Supervisor Perspective. International Journal
of Professional Business Review, 8(9), e03296.
https://doi.org/10.26668/businessreview/2023.v8i9.3296
26. Seriki, O. (2023). Resource-Based View. In S. O. Idowu, R. Schmidpeter, N. Capaldi, L. Zu, M. Del
Baldo, & R. Abreu (Eds.), Encyclopedia of Sustainable Management (pp. 2776–2778). Springer
International Publishing. https://doi.org/10.1007/978-3-031-25984-5_469
27. Tawse, A., & Tabesh, P. (2021). Strategy implementation: A review and an introductory framework.
European Management Journal, 39(1), 22–33. https://doi.org/10.1016/j.emj.2020.09.005
28. Van Der Heijden, J. (2020). Systems Thinking and Regulatory Governance: A Review of the
International Academic Literature. SSRN Electronic Journal, 1(1), 1–20.
https://doi.org/10.2139/ssrn.3531381
29. Waithira, E. W. (2022). Factors influencing strategy implementation at St. Francis Community Hospital
In Kasarani, Nairobi, Kenya [Thesis]. United States International University - Africa.