Resources as Dynamic Capabilities and Their Impact on Health Strategy Implementation: Case of Vungu Rural District Council Clinics

Abstract

This research examines the impact of resource constraints on implementing Zimbabwe's National Health Strategy from 2009 to 2013. Dynamic capabilities are said to be critical to an organization's success. Resource management is one such critical dynamic capability. In developing countries such as Zimbabwe, health measures are critical to achieving the developmental state's objectives. This concept, however, is not entirely realized. The interpretivist-qualitative method was used in conjunction with a case study strategy in this study. The study enlisted 38 voluntary participants who worked in the Vungu District as health workers. Two significant findings emerged from the thematic data analysis. The first criterion for success was the availability of resources throughout the strategy's implementation and execution stages. Second, the data indicated that health workers face challenges in providing care due to inadequate resources. The study might help improve health policy execution in local government, especially in rural areas. The study's findings indicate that implementing the Zimbabwe National Health Strategy was an ambitious undertaking that failed due to Zimbabwe's public health sector's resource constraints. Based on these findings, recommendations are made, emphasizing promoting limited resource concerns.

Keywords: strategy implementation, health care, resources, primary health care, dynamic capabilities.