International Journal in Management and Social Science Volume 08 Issue 09, September 2020 ISSN: 2321-1784 Impact Factor: 6.319 Journal Homepage: http://ijmr.net.in, Email: irjmss@gmail.com Double-Blind Peer Reviewed Refereed Open Access International Journal 30 International Journal in Management and Social Science http://ijmr.net.in, Email: irjmss@gmail.com EFFECTS OF TURN AROUND STRATEGIES ON SERVICE DELIVERY OF MICROFINANCE INSTITUTIONS: A CASE OF RAFIKI MICROFINANCE BANK, MOMBASA COUNTY, KENYA Benjamin Nzomo Mwikya 1 Master in Business Administration, Strategic Management School of Business and Economics, Mount Kenya University Ali H. Khamah, Ph.D* 2 Holds a Doctor of Philosophy in Business Administration, Marketing Senior Lecturer Lukenya University, School of Business and Economics, Department of Management ABSTRACT Turnaround strategies are extremely important for the management, stabilization, financing and fixing poorly performing firms. Micro-finance Institutions (MFIs) have been facing reduced support from donors as well as change in rules in financial services in the industry and intensive competition in the Banking sector. This pushed for an urgent need for re-strategizing. The study thus focused on the effect of turnaround strategies on service delivery of microfinance institutions: A case of Rafiki microfinance Bank in Mombasa County, Kenya. The study’s geographical setting was in Mombasa County. The study was guided by the following specific objectives: To establish the effects of strategic repositioning on service delivery of MFIs in Kenya; to determine the effect of reorganizing on service delivery of MFIs in Kenya and to analyze the effect of strategic expansion on service delivery of Rafiki Microfinance bank in Kenya. The study provides information for all the micro financial institutions (MFIs). The study used survey research design and was anchored on the following theories; Dynamic Capability Theory, Organizational Theory and Resource Based Theory. The target population was Rafiki microfinance bank branches found in Mombasa County, and the respondents were three levels of management staff which included top level management, middle level and lower level management from each branch of Rafiki Microfinance Bank Limited in Mombasa County. Data analysis was through Linear Regression Model. Overall, the study findings revealed a strong correlation between the independent and independent variables with a P value of 0.0028 and R 2 as 0.763, which is the depicted a significant effect on service delivery. The independent variables under study showed a mixed relationship against the dependent variable whereby Strategic Repositioning had a P value of 0.151, whereas Strategic Reorganization scored a P value of 0.809 and Strategic Expansion had a P value of 0.000. This suggests a very strong relationship between turnaround strategies and service delivery of Rafiki Microfinance Bank in Mombasa County, Kenya. Microfinance institutions must therefore incorporate turnaround strategies in their long term strategic objectives if they were to enhance service delivery. The study further