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 Influence of Regulative Pressures on Strategy Implementation in Public Secondary Schools in Selected Counties in Kenya(Advances in Social Sciences Research Journal, 2021-09) Mutea, Harun Kaumbuthu; Senaji, Thomas Anyanje; Rintari, Nancy GacheriPreparation of strategic plans and their implementation in public secondary schools is mandatory for all schools in Kenya. However, the implementation is a challenge to the majority of the schools hence the need to investigate the factors that influence it. Being a relatively new management practice in public secondary schools, empirical studies in this area are limited. Drawing from the institutional theory, we conducted a descriptive structured self-administered questionnaire survey to determine the influence of regulative pressures on strategy implementation in public secondary schools. We further, examined the moderating effect of mimetic pressures on this relationship. We found that public secondary schools experienced moderate regulative pressures from the government to implement strategies and that through binary logistic regression model, regulative pressure significantly predicted the probability of successful strategy implementation (Wald = 13.682, df = 1, p < .001, exp (B) = 3.393). However, mimetic pressures did not significantly moderate the relation between regulative pressure and strategy implementation (Wald = .098, df = 1, p = .754 > .05, exp (B) =.737). Theoretically the study contributes to the scarce empirical literature on strategy implementation from the institutional theory perspective compared to strategy formulation. Practically, the study draws attention of stakeholders to the less investigated factors that influence strategy implementation namely: the regulative pressures. These findings have implications for government to strengthen the monitoring of public secondary schools to increase the likelihood of successful strategy implementation in public secondary schools.Item Human Capital Focus and Organisational Performance in Kenya(International Journal of Innovative Research & Development, 2021-09) Miriti, Justus Bundi; Senaji, Thomas Anyanje; Rintari, Nancy GacheriLeadership and governance determines success of organisations of all types and their sustainability hence the interest in what effective leadership is and how it relates with effectiveness of organisations. Drawing from strategic leadership model and transformational leadership theory we examined the relationship between human capital focus and organisational effectiveness in a Kenyan context using cross-sectional survey of 133 managers in savings and credit cooperative societies. We found that leaders had a moderate human capital focus (M = 3.91, SD = .69), performance was moderate (M= 3.80, SD = .79) and that three leader human capital focus behaviors reported by followers: ‘considers my feelings before acting’( r = .324, p < .001), ‘sees that my interests are given due consideration’ (r= .216, p = 0.012)’, and ‘encourages me to be the best that I can be’(r = .508, p < .001), were positively and significantly related with organizational effectiveness while ‘behaves in a manner which is thoughtful of my personal needs’ (r = .044, p = .616 > .05) was not significantly related with organisational effectiveness. In particular, inspiring the followers including encouraging them to be the best that they can be had the strongest relationship with performance. Overall, human capital focus was moderately correlated with organisational effectiveness (r = .359, p <.001). In addition, consideration of feelings and encouragement of followers significantly influenced probability of satisfactory performance by increasing the odds of satisfactory performance by about two times (exp (B) = 1.904) and more than threefold (exp (B) = 3.301) respectively. However, ‘thoughtfulness’ and ‘attention of follower interests’ did not significantly influence the odds for organizational effectiveness (satisfactory performance) (thoughtfulness: Wald = 1.781, t = .182, exp (B) = .641; attention to follower interests: Wald = 1.409, t = .235, exp (B) = .745). These findings suggest that leaders should improve human capital focused behaviors in order to improve their performance because the practice of these behaviours and performance were only moderately satisfactory. Further, there is need to conduct further study to determine why leaders’ thoughtfulness of followers’ personal needs appeared not to significantly relate with performanceItem The Nexus between Customer Relationship Management Strategy and Customer Loyalty in The Star Rated Hotels in Kenya(International Journal of Economics, Commerce and Management, 2021-09) Ndunda, Ann Muthoni; Moguche, Abel Matara; Rintari, Nancy GacheriThe aim of the study was to determine the nexus between customer relationship management strategy and customer loyalty of star rated hotels in Kenya. Precisely, the study assessed the influence of customer orientation strategy and service quality management strategy on customer loyalty. Resource based view theory anchored the research. The cross-sectional descriptive research design was adopted where a sample size of 140 respondents out of which 91.4 percent responded. Self-administered questionnaires were used in data collection. Descriptive statistics and binary Logistic Regression were used to analyze data and make conclusion. The P value for all the independent variable was less than 5 percent, thus, it was concluded that customer orientation strategy and service quality management strategy are statistically significant in prediction of customer loyalty in star rated hotels in Kenya. it was further recommended that; the top-level management need to promote a culture that is customer centered where their staff have more energy directed towards fulfilling the client needs. The star rated hotel customer service department need to conduct regular follow ups on the offered services. The star rated hotels should offer a clean and organized platform so as to improve customer loyaltyItem The Influence of Data Management on Market Access by SMEs in Trans Nzoia County, Kenya(Journal of Entrepreneurship & Project Management, 2021-09) Musungu, Tom Wekesa; Rintari, Nancy Gacheri; Gichohi, Paul MakuAccessing a sustainable market should be a priority for SMEs. It helps to expand their business horizons and get new opportunities and clients. New opportunities promote the urge of SMEs to employ all legally possible means to offer their products and services to the identified markets. As SMEs strive to ensure their products and services reach out to people both locally and internationally, the effective use of ICT, especially handling business data, was a major concern to SMEs in Trans Nzoia County, Kenya. This study aimed to establish the influence of data management on market access by SMEs in Trans Nzoia County. A descriptive research design was used in the study. The target population was 37 SMEs whose respondents were 92 ICT officers, 81 compliance officers, and 77 marketing officers. Data collection was done using interview guides and closed-ended questionnaires. To ensure validity and reliability, pilot-testing of questionnaires was done at Kenya Cooperative Creameries in Elgeiyo Marakwet County. Coded data in SPSS was analyzed quantitatively using descriptive statistics such as mean, percentage, and standard deviation. The qualitative data were analyzed using the thematic technique. Linear regression was used to test the hypothesis of the study. The study established that the decisions made by the SME management did not originate from reliable sources such as business intelligence systems but rather on personal experiences, emotions, and cheap and available options. Through the authorization of their boards, SMEs should employ staff who have adequate skills and experience in managing and analyzing data to provide direction on why certain decisions should be made.