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    Strategic Choices, Firm Size and Organisational Performance of Family-Owned Businesses In Nairobi County-Kenya
    (KeMU, 2025-10) Ngare, Lydia Wangu
    Family-owned businesses play a vital economic role in Kenya, yet many continue to face performance challenges despite numerous interventions. This study examined the influence of strategic choices—digital promotion, geographical diversification, open innovation, and conglomerate diversification on the performance of family-owned businesses in Nairobi. Anchored on the philosophy of positivism and using an ex-post facto design, the study targeted top and middle managers from 226 family-owned businesses that have operated for over ten years. Stratified and simple random sampling techniques were used, and data was collected via structured questionnaires. A pilot study was conducted in Nakuru County to enhance validity. The data analysis tool employed was SPSS version 28, using descriptive and inferential statistics. Findings revealed that digital promotion significantly enhances competitive performance. Geographical diversification and open innovation were also strong positive predictors of performance, while conglomerate diversification had a modest positive effect. Firm size moderated the influence of geographical diversification and open innovation on performance. The study concludes that digital promotion is a universally effective strategy, geographical diversification is essential regardless of firm size, and open innovation is key for sustained growth. While conglomerate diversification offers mixed outcomes, strategic choices overall play a critical role in performance. Recommendations include leveraging strategic choices to align management decisions with firm characteristics. Family businesses should invest in leadership, governance, and operational systems, while policymakers should promote strategies aligned with firm size. Future studies could explore how generational shifts influence strategic decision-making in family-owned businesses. Future research should expand the research across counties in Kenya or comparing urban versus rural family-owned businesses could reveal location-specific barriers or enablers of diversification strategies. A similar study could also be carried out on one specific industry.
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    Influence of Strategic Management Practices on Organisational Performance: A Survey of Commercial Based Parastatals in Kenya
    (KeMU, 2022-08) Nyagaki, Bertha Kariuki
    A key role of strategic management theory as well as research continues to be the consistent improvement of institutional results. The idea and practices of strategic management is therefore significant to privately-owned, public as well as community- based organizations as all of them are formed to fulfill a certain need in the environment. Government and its agencies the world continue to implement strategic management practices with the ultimate intention of improving the success of service performance in the delivery of public goods and services. The major intention for the Study was to determine influence of strategic management practices on organizational performance, a case study of commercial based parastatals in Kenya. More importantly the analysis deals with the degree to which strategy evaluation impact organization performance; the level to which environmental scanning influence organization performance; the level to which strategy formulation influence organization performance; and analyzed the degree strategy implementation influence organization performance in commercially based parastatals in Kenya. The study may greatly contribute towards the running of commercially based parastatals in Kenya. Terminations from the analysis aid them towards the formulation as well as designing of effective plans for the identification and tackling of concerns surrounding strategic management practices in order to realize established desires and ensure relevancy in a dynamic and place commercially based parastatals well towards better results going forward. The study was guided by a descriptive research design. The target population was and targets 129 employees of commercial based parastatals. Purposive sampling was adopted in this study; data was collected using a closed ended questionnaire. Statistical Package for Social Sciences (SPSS version 23.0) was used to run descriptive and inferential statistics. The result indicated that, collectively environmental scanning has influences on organization performance most, followed by strategy evaluation, strategy formulation and strategy implementation. The study concludes that, predictors collectively influence organization performance. The findings are to guide policy makers and managers in strategy implementation. The study recommends that during strategy formulation the commercial based parastatals should involve all stakeholders in the industry so as to create sense of ownership. Commercial based parastatals should ensure involvement and participation of all the levels of management in formulating strategies. Furthermore, the study proposes future analyses on other external aspects such as the organizational setting and type of industry to give a better aspect of these factors. This is because organization operations are influenced by both internal and external environments.