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 Culture Alignment, Firm size and Sustainable Competitive Advantage among Deposit taking Savings and Credit Cooperative Societies in Kenya(IOSR Journal of Business and Management (IOSR-JBM), 2019-06) Mwenda, Kirigia Paul; Senaji, Thomas; Mwiti, EvansCompetitive advantage refers to a set of capabilities that permanently enable the business to demonstrate better performance than its competitors. Competitive advantage occurs when an organization acquires or develops an attribute or combination of attributes that allows it to outperform its competitors. Sustainable competitive advantage, refers to the long-term benefits of implementing unique values creating products which competitors cannot implement simultaneously, along with the inability to duplicate the benefits of this strategy. With the changing dynamics in the SACCO sector in Kenya, Managers are so much concerned not just in achieving competitive advantage but also sustaining it for long term benefit. This is can be attained through culture alignment. Culture is a shared common way of being, thinking and acting in a collective and coordinated people with reciprocal expectations in a given society. Organizational culture is set of shared values, beliefs and norms that influence the way employees think feel and behave in the organization on a daily basis, it is a firm’s orientation towards its internal stakeholders, which forms the basic rules that guide employees behaviors, developed and shared within an organization.The purpose of this study was to analyze the relationship between Culture Alignment on Sustainable Competitive Advantage among Deposit taking Savings and Credit Cooperative Societies in Kenya and the moderating effect of firm size on this relationship. This study was anchored on contingency theory and adopted a correlational research design where data was collected only once from the respondents by use of questionnaires from six hundred and fifty six managers of deposit taking SACCOs in Kenya. Statistical package for social sciences (version 23) was used for data analyses. Multi linear regression was used to establish the relationship between the variables and data was presented through descriptive and inferential statistics and all ethical considerations were made. The study found culture alignment has a great influence on sustainable competitive advantage and also revealed a strong positive relationship between culture alignment (R= 0.591) and sustainable competitive advantage of SACCOs in Kenya and that Sustainable competitive can be attained through culture alignment. Moreover, firm size was found to influence this relationship. The study recommends that SACCOs in Kenya should strategically align their culture in order to sustain their competitive advantage and maintain a good market standing as they meet the needs of their stakeholdersItem Leadership Alignment, Firm size and Sustainable Competitive Advantage among Deposit taking Savings and Credit Cooperative Societies in Kenya(IOSR Journal Of Humanities And Social Science (IOSR-JHSS), 2019-07) Mwenda, Kirigia Paul; Senaji, Thomas; Mwiti, EvansSustainable competitive advantage has been a major topic of interest among managers of both commercial and non-commercial Organizations globally. As the operating environment becomes competitive, managers faced with dwindling performance for their Organisations are concerned not just with achieving competitive advantage but sustaining the same for long term benefit. This is achieved mostly through leadership alignment which is the fit between a firm’s strategy and its internal and external factors. The significance of Leadership alignment in a business context has been devoted to the fit between business competitive strategies and internal factors. Creating a sustainable competitive advantage is the most important goal of any Sacco’s and is the most important single attribute on which each Sacco’s must place its most focus. Strategic leadership is the leader’s ability to anticipate, envision, and maintain flexibility and to empower others to create strategic change as necessary. Strategic leadership is versatile and involves managing through subordinates, and helps organizations to cope with changes that seem to be increasing dramatically in today’s globalized business environment. Strategic leadership demands for the ability to integrate both the inside and outside business environment of the organization, and engage in multifaceted information processing.The purpose of this study was to analyze the relationship between Leadership Alignment on Sustainability of Competitive Advantage among Deposit taking Savings and Credit Cooperative Societies in Kenya and the moderating effect of firm size on this relationship. The study was anchored on dynamic capability approach. The study adopted a correlational research design where data was collected only once from the respondents by use of questionnaires from four senior managers in each of the one hundred and sixty four SACCOs involved in this study. Statistical package for social sciences (version 23) was used for data analyses. Multi linear regression was used to establish the relationship between the variables and data was presented through descriptive and inferential statistics and all ethical considerations were made. The study found that leadership alignment influences sustainable competitive advantage and also there was a moderate positive relationship between leadership alignment (R= 0.304) and sustainable competitive advantage of SACCOs in Kenya and that sustainable competitive advantage is achieved through leadership alignment. Moreover, firm size was found to influence this relationship. The study recommends that SACCOs in Kenya should strategically align their leadership well in order to sustain their competitive advantage and remain relevant in meeting the needs of their customers.Item Managerial Ties and Performance of County Assemblies in Kenya(IOSR Journal of Business and Management (IOSR-JBM), 2021-09) Kaberia, Isaac Joseph; Senaji, Thomas; Rintari, Nancyconstitution of a country is a supreme law that governs the affairs the nation states all over the world. The Constitution of Kenya 2020 is the implementation of a system of devolved Government in which Articles 174 and 175 envisions the power of self-governance by the people and their enhanced participation in decision-making. Hence, County Assemblies discharge important mandates within the county governments’ set-up comprising legislation, representation and oversight. However, there is scarce literature on the relationship between managerial ties and performance of legislative organisations such as Kenya’s County assemblies as constitutionally specified in their mandates. We assessed the relationship between managerial ties (institutional, political and social ties) and performance (legislation, oversight and representation) of county assemblies in Kenya using a descriptive structured questionnaire census survey of 98 respondents from the 46 County assemblies in Kenya comprising the County Assemblies Speakers, Clerks and Deputy Clerks. Data was analysed to generate both descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS version 22) software. Correlation analysis was used to assess the strength and direction of the relationship between managerial ties and performance and the t-test was used to test the significance of individual correlation coefficients. The findings were that the performance of the county assemblies was moderate while managerial ties were weak. Further, there was a negative significant relationship between institutional ties and performance (r = - 0.409, <0.001) while a positive significant relationship existed between social ties and performance (r = 0.205, p < 0.05). Political ties had no significant relationship with performance of county assemblies (r = 0.127, p = 0.211 > 0.05). However, political ties were positively and significantly related with oversight by county assemblies (r = .276, p < 0.01). These findings are important to the county assembles and other stakeholders in making informed decisions on the role of managerial ties on the effective performance of County Governments in Kenya and other organisations in general.