School of Business and Economics
Permanent URI for this collectionhttp://41.89.31.6:4000/handle/123456789/320
Welcome to School of Business and Economics collection.This collection contains Journal articles published by faculty affiliated to the school.
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Item Geographical Diversification Strategy and Performance of Family-Owned Businesses in Nairobi, Kenya(EPRA International Journal of Economics, Business and Management Studies, 2025-08) Ngare, Lydia Wangu; Kirigia, Paul; Muema, WilsonFamily businesses have an important role in the development of economies of emerging countries like Kenya. However, despite the numerous efforts to improve the performance of family-owned businesses in Kenya, they continue to face significant challenges that threaten their sustainability. This study aimed at determining the influence of geographical diversification strategy on the performance of family-owned businesses in Nairobi County. It was anchored on the Ansoff Matrix, adopted positivist philosophy and used ex post facto research design. The target population was top and middle managers from 226 family-owned businesses in Nairobi County. The sample size consisted of 399 respondents. Data was collected by structured questionnaires and analyzed through descriptive and inferential statistical methods. The findings established that geographical diversification strategy had a statistically significant (β=0.616, p < .001) relationship with the performance of family-owned businesses. It was concluded that geographical diversification emerges as a vital strategy for enhancing the performance of family-owned businesses. The study recommended that family business owners in Kenya should expand into diverse regions to reduce risks and boost performance. Future studies should explore the influence of geographical diversification on small versus large family businesses in Nairobi County, Kenya.Item Open Innovation Strategy and Performance of Family-Owned Businesses in Nairobi, Kenya(EPRA International Journal of Economics, Business and Management Studies, 2025-08) Ngare, Lydia Wangu; Muema, Wilson; Kirigia, PaulFamily-owned businesses are a vital component of Kenya’s economy, with Nairobi County serving as a key hub for their operations. Despite their economic significance, many face persistent performance challenges. Only 33% survive into the second generation, and a mere 15% reach the third. This decline is largely attributed to lack of open innovation, which limits competitiveness and responsiveness to market changes. The objective of the study was to determine the influence of open innovation strategy on the performance of family-owned businesses in Nairobi County, Kenya. The theoretical foundation of the study was the Strategic Choice Theory, adopted positivist philosophy and used ex post facto research design. The target population was top and middle managers from 226 family-owned businesses in Nairobi County. The sample size consisted of 399 respondents. Data was collected by structured questionnaires and analyzed through descriptive and inferential statistical methods. The findings show that open innovation significantly influences performance of family-owned businesses (β = 0.613, p < .001). It was concluded that open innovation is a transformative strategy for family-owned businesses seeking sustained performance and growth. The study recommended that financial institutions and development agencies should prioritize funding models that incentivize open innovation, enabling family firms to collaborate externally and enhance performance. Such innovation initiatives will empower smaller businesses to remain competitive and resilient in rapidly evolving markets.Item Influence of Operational Transformation on Firm Performance Among DT-SACCOs in Meru County, Kenya(Journal of Strategic Management, 2025-07-30) Veronica Wanjiku, Kariuki; Rintari, Nancy; Kirigia, PaulThe study purpose was to examine the influence of operational transformation on firm performance among DT-SACCOs in Meru County, Kenya. The study used a descriptive research design when collecting data from a target population of 10 registered deposit-taking SACCOs. The respondents were 10 branch managers, 10 operations managers, 52 operations staff, 106 marketing staff, and 38 customer care staff. This study obtained 10 branch managers and 10 operations managers through the purposive sampling method, while 46 operations, 84 marketing, and 35 customer care staff were sampled through the simple random method. The interviews were conducted with branch managers and operations managers, while the structured questionnaires were answered by the other respondents. The pre-test was done in Unison DT-SACCO in Isiolo County. The study measured reliability using the Cronbach Alpha Coefficient, while validity was measured using face, content, and construct types of validity. Descriptive statistics such as frequency, percentage, mean, and standard deviation were analyzed. There were also inferential statistics, such as Pearson correlation, model summary, ANOVA, and regression coefficients, analyzed. Qualitative data were derived from the interview responses through the thematic method. The presentation was done through tables. The study found out that operational transformation had a significant influence on firm performance. It was enhanced by clarity in communicating goals on time, teamwork, and training on relevant staff. The factors made it easier to restructure operations more effectively, leading to an all-around transformation. Despite the existence of risk management, adequacy of finances, and operational efficiency policies, the decision-making approach in DT SACCOs was centralized, hence relying on top management to make decisions affecting the banking operations. This led to decline in efficiency in expediting the necessary operations within the shortest timeframe to improve customer satisfaction. The study recommends empowering lower management levels through decentralized authority, improving staff communication on sector changes, strengthening cybersecurity measures, and enhancing ICT recruitment and infrastructure. Additionally, fostering a customer-centric culture and improving internal harmony could significantly boost performance outcomes.