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.
Browse
7 results
Search Results
Item Strategy control influences the performance of textile firms under AGOA.(The Strategic Journal of Business & Change Management,, 2025-09) Ithili, James Kimathi; Kihara, Peter; Mbithi, MaryThe African Growth and Opportunity Act (AGOA), enacted on May 18, 2000, as Title One of the Trade and Development Act of 2000, was designed to offer sub-Saharan African nations, particularly those enacting economic reforms, preferential access to U.S. markets. The act aimed to enhance trade relations by granting more favorable market access than that offered to other regions without free trade agreements. In 2015, AGOA was extended for 10 more years by President Obama, affecting 49 eligible African countries through the Extension and Enhancement of AGOA Act, signed on June 29, 2015. This study evaluated how strategy control influences the performance of textile firms under AGOA. Data collection involved closed-ended questionnaires, pilot-tested for validity and reliability, representing 10.5% of the target population. Ethical clearance and necessary permits were obtained. Data analysis was performed using SPSS version 24. Strategy Control: A positive and significant relationship with performance was observed (r=0.822, p<0.05), implying that effective strategy control measures are linked to improved performance. The recommendations focus on cultivating proactive foresight and developing agile, adaptable strategies to manage external uncertainties, particularly regarding the future of the AGOA agreement. Firms are also advised to address the implementation gap by focusing on resource mobilization, training, and strategic partnerships, as well as enhancing strategic control through data-driven decision-making and quality management. For policy considerations, the study recommends that the Kenyan government intensify lobbying for AGOA's extension or pursue alternative trade agreements to diversify market access. Additionally, policymakers should support the textile sector by developing local supply chains and implementing policies to reduce production costs, such as addressing high electricity costs.Item Influence of Employee Involvement on the Performance of Commercial Banks in Kenya(INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS), 2024-08) Sitonik, Janet Chepngetich; Munga, Jane; Mbithi, MaryEmployee involvement is important for driving performance, as engaged employees are more likely to contribute positively to organizational goals, leading to enhanced productivity and innovation. High performance is essential for maintaining competitiveness, achieving financial stability, and ensuring long-term success. However, Commercial Banks in Kenya face a pressing need to improve performance, as existing gaps in employee involvement could be hindering the organization's potential and leading to missed opportunities. This paper sought to determine the influence of employee involvement on the performance of Commercial Banks in Kenya. The study applied a descriptive research design on 38 Commercial Banks in Kenya as the unit of analysis in the study. The target respondents were 190 middle-level managers of commercial banks in Kenya as the unit of observation. Stratified random sampling technique was applied in addition to Taro Yamane’s formula to sample 129 participants in the study. The study gathered data through questionnaires which were administered both physically and online. Data collected was analyzed through both descriptive and inferential analyses. Results revealed a β of 0.435 and a p-value of 0.001, between employee involvementand performance of commercial banks in Kenya. The study concluded that employee involvement had a positive and significant influence on the performance of commercial banks in Kenya. The study recommends that Commercial Banks in Kenya should empower employees by expanding decision-making structures to encourage ownership and active participation. The study also recommends regularly updating training programs to align with employees' evolving needs. Additionally, the study recommends strengthening communication channels to keep employees informed about organizational changes. The study further recommends implementing a structured and frequent recognition program to boost employee morale. Moreover, the study recommends expanding leadership development opportunities through mentorship and workshops. Lastly, the study recommends increasing the frequency of team-building activities to foster stronger relationships and a collaborative culture.Item Influence of Strategic Direction on Performance of Commercial Banks in Juba, South Sudan(International Research Journal of Business and Strategic Management, 2025-06) Deng, John Ayuen Dhuor; Mbebe, James; Mbithi, MaryPerformance of organizations has been a focal point of research, particularly in understanding how effectively they implement strategic plans to achieve their mission and vision. Strategic planning practices play an important role in enhancing operational efficiency and achieving a competitive advantage. This study established the influence of strategic direction on the performance of commercial banks in Juba, South Sudan. The study adopted a cross-sectional research design. The unit of analysis comprised 31 licensed commercial banks, while the unit of observation included 186 managers. A stratified random sampling technique, in addition to the Taro Yamane formula, was used to select 128 participants. Data was collected using questionnaires with both open-ended and closed questions. The questionnaires were administered both physically and electronically. Descriptive statistics, including frequency, percentage, mean, and standard deviation, summarize the data, while a binary logistic regression model was applied for inferential analysis. The findings were presented in tables and narratives. Findings revealed that strategic direction setting, including well-documented vision, mission, and core values, significantly improved performance (p-value =0.001), with banks having structured direction setting showing a 12.784 times higher likelihood of achieving better performance than unstructured ones. The study recommends that managers of banks in Juba actively set strategic direction through the formulation of vision, mission, objectives, and core values statements.Item Influence of Strategic Resource Allocation on the Performance of Paint Manufacturing Firms in Kenya(International Research Journal Business and Strategic Management, 2025-07) Karani, Magdaline Wangui; Munga, Jane; Mbithi, MaryThe purpose of this study was to examine the influence of strategic resource allocation on the performance of paint manufacturing firms in Kenya. The study was motivated by inconsistent performance trends in the sector, often attributed to inefficient allocation of resources despite increasing competition and market demands. A correlational research design was adopted, targeting 26 paint manufacturing firms registered with the Paint Manufacturers Association of Kenya. Stratified random sampling was used to select 113 respondents from key managerial roles. Data were collected using questionnaires and analyzed through descriptive statistics and binary logistic regression. Findings revealed that optimal strategic resource allocation significantly enhances organizational performance. Specifically, firms with optimal allocation practices were 25 times more likely to achieve high performance compared to those with suboptimal resource use. The study concludes that strategic allocation of resources is a key driver of firm success. It recommends that paint manufacturing firms adopt data-driven, demand-based resource distribution strategies, and invest in areas with the highest returns. Emphasis should also be placed on aligning resource planning with customer expectations and market dynamics to improve competitiveness and sustainability.Item Effect of Innovation Strategy on the Performance of Private Solar Energy Companies in Kenya(International Research Journal Business and Strategic Management, 2025-07) Lengewa, Billy Saverio; Mbebe, James; Mbithi, MaryInnovation has emerged as a critical driver of competitive advantage in the energy sector, especially as firms respond to globalization and technological advancements. Despite the growing role of private solar energy companies in Kenya, limited research exists on how innovation strategies influence their performance. This study aimed to examine the effect of innovation strategies on the performance of private solar energy companies in Kenya. An ex-post facto research design was employed, targeting 1,548 middle- and low-level managers from 12 registered private solar companies. Using stratified random sampling and the Taro Yamane formula, a sample of 318 respondents was selected. Data were collected through structured questionnaires and analyzed using content, descriptive, and inferential statistics, with binary logistic regression employed to test the relationship between innovation and performance. The results revealed a statistically significant and positive effect of innovation strategies, particularly product and technology innovation, on company performance (B = 4.605, p < 0.001), with firms implementing technology-based innovations being 10 times more likely to achieve high performance. The study concludes that innovation, especially in product and technology areas, is a significant predictor of business performance in Kenya’s solar energy sector. It recommends that firms invest more in developing and protecting intellectual property, adopt smart-grid and hybrid solar systems, and integrate AI-powered energy management solutions to enhance efficiency and market competitiveness.Item Influence of Organizational Structure on Performance of Insurance Brokerage Firms in Kenya(International Research Journal Business and Strategic Management, 2025-07) Kihara, James Mwangi; Mbithi, Mary; Mbebe, JamesOrganizational structure plays a critical role in shaping the performance and operational efficiency of insurance firms. This study examines the influence of organizational structure on the performance of insurance brokerage firms in Kenya, addressing a contextual research gap in the local insurance sector. Despite the sector’s significant contribution to the country’s GDP and its dominance in East Africa, Kenyan insurance firms continue to face challenges related to rigid and centralized structures, limiting their responsiveness to dynamic market needs. The study adopted a correlational research design targeting 170 registered insurance brokerage firms in Nairobi County. Using the Taro Yamane formula, a sample size of 119 respondents was selected through simple random sampling. Data was collected using structured questionnaires and analyzed using SPSS through descriptive and inferential statistics, with a regression model applied at a 0.05 significance level. Findings revealed a strong positive correlation (R = 0.715) between organizational structure and firm performance. The R Square of 0.512 indicated that organizational structure accounted for 51.2% of the variance in performance. The ANOVA results (F = 104.879, p = 0.000) confirmed the statistical significance of the regression model. The study concluded that organizational structure positively and significantly influences the performance of insurance brokerage firms in Nairobi County, leading to a rejection of the null hypothesis. The study recommends that brokerage firms adopt more flexible and responsive organizational structures that can adjust to market dynamics. Firms should also conduct regular strategic reviews and promote cross-functional teams to enhance internal coordination and overall performance within the competitive insurance market.Item The Nexus between Managerial Capabilities, Sponsorship and Performance of Private Chartered Universities in Kenya(EPRA International Journal of Multidisciplinary Research (IJMR), 2024-06) Mbithi, Mary; Kihara, Peter; Omanwa, Clemence NiyikizaThe changing higher education space has created the need for universities to align themselves in order to record improved performance and also be able to compete globally with other universities. Universities are considered as institutions as well us organisations and therefore they need to have managers with the relevant capabilities in order to drive the university forward. Unlike public universities that are sponsored by the government private universities have different sponsors who influence their ability and capability to performance. A triangulation of both quantitative and qualitative designs was used. This study therefore sought to investigate the nexus between managerial capabilities, sponsorship and performance of private chartered universities in Kenya. This study targeted all the registered private chartered universities and was pegged on the dynamic capabilities theory and the agency theory. Data was collected using questionnaires and analysed using SPSS version 25. The study findings indicated that sponsorship influenced managerial capabilities and performance of private chartered universities in Kenya.