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    Strategic Management Practices On the Performance of African Growth and Opportunity Act Textile Firms in Kenya
    (KeMU, 2025-10) Ithili, James Kimathi
    The African Growth and Opportunity Act (AGOA), enacted in 2000 and extended in 2015 by President Obama, offers preferential U.S. market access to 49 eligible sub-Saharan African countries, including Kenya. This study assessed the impact of strategic management practices on the performance of Kenyan textile firms operating under AGOA, using data from 68 senior and middle managers through validated closed-ended questionnaires. Performance indicators included export volume, profit, market share, and sustainability. Data analysis via SPSS (version 24) showed that all four strategic management practices—environmental scanning (r=0.757), strategy formulation (r=0.944), strategy implementation (r=0.879), and strategy control (r=0.822) had strong, positive, and significant correlations with firm performance (p<0.05). However, multicollinearity was present, as all independent variables were interrelated (r=0.700). Findings highlight the importance of comprehensive strategic practices in enhancing performance. This study proposes actionable recommendations for Kenyan AGOA textile firms and policymakers, based on empirical findings. 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.
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    Influence of Strategic Alliances On Service Delivery Performance in Petroleum Firms in Nairobi County, Kenya
    (KeMU, 2025-09) Hassan, Nasro Abdihakim
    Petroleum firms in Kenya face increasing pressure to remain competitive, deliver quality services, and adapt to challenges such as fluctuating oil prices, regulatory constraints, and limited technological capacity. Many firms form strategic alliances to boost capacity, share resources, and improve service delivery. However, despite such partnerships, inefficiencies and limited competitive advantage persist, raising questions about their actual effectiveness. This study examined the influence of strategic alliances on service delivery performance among petroleum firms in Nairobi County, Kenya. The specific objectives were to assess the role of strategic leadership, market share expansion, resource and capability sharing, and competitive strategy. A quantitative research design was adopted, with data collected from managers of 125 petroleum service stations using semi-structured questionnaires. Ethical standards were upheld throughout the research process. Findings revealed that all four constructs of strategic alliances showed a moderate and significant relationship with service delivery performance. Further analysis demonstrated that while each construct had some level of influence, the combined effect was uneven. Competitive strategy emerged as the most impactful factor, underscoring the importance of innovation, technological adaptation, and customer-focused practices in improving service outcomes. Market share expansion demonstrated limited significance, while strategic leadership and resource sharing showed no notable effect on service delivery performance. The study concluded that strategic alliances moderately contribute to service delivery performance, but their effectiveness varies across different dimensions. It recommends that petroleum firms prioritize competitive strategy within alliances by investing in service innovation, digital platforms, and differentiated offerings. Leadership and resource-sharing initiatives should be realigned toward measurable service outcomes. Practical insights are also offered to policymakers and industry stakeholders seeking to strengthen the role of alliances in improving service delivery. Future research should consider additional organizational, technological, and environmental factors, and extend the study to other Counties for broader generalizability.
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    Corporate Reputation Strategies and Service Delivery in National Police Service in Nairobi, Kenya
    (KeMU, 2024-09) Chachah, Marianne Wanjiru;
    The research evaluated the nexus between corporate reputation strategies and service delivery in the National Police Service (NPS) in Nairobi County, Kenya. The research focused on the influence of corporate social responsibility, community policing, crisis communication and corporate branding on service delivery in NPS in Nairobi County. The research was supported by stakeholder, Aarkers brand equity, SERVQUAL model and situational crisis communication theories. Ex post facto research design was utilised to source and analyse data needed. The study targeted 3000 police officers distributed among fourteen (14) police stations in Nairobi County. The police stations were the unit of analysis while the police officers in each station formed the unit of observation. The sample size was 143 police officers selected based on stratified random sampling was adopted to pick the unit of observation where police officers in the stations were grouped into departments within the police stations; customer care, complaints, internal affairs, community policing, traffic and criminal investigation based on stratified random sampling. Data was sourced using structured questionnaires and analysed based on Statistical Package for Social Sciences. Multivariate regression model was employed to evaluate the strength of the nexus between service delivery and corporate reputational strategies in NPS. Corporate social responsibility had a direct but not significant influence on service delivery. The effect of community policing on service delivery was positive and significant. Crisis communication had a positive and significant effect on service. Finally, corporate branding had a positive and significant effect on service delivery. The study concluded that corporate reputational strategies had a major influence on service delivery in NPS in Nairobi County, Kenya. The study recommends that those in charge of police units should encourage staff to take part in corporate social responsibilities, to allocate budgets and have staff participate in community policing activities, put in place crisis communication strategy and associated tools and to continue implementing branding activities at the NPS to improve its image. Such would aid in improving the image of the NPS in the eyes of the public and enhance service delivery to the population needing police services in Nairobi County, Kenya.