Journal Articles

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Impact of Local Politics on Performance of Hospitality Industry:
(EdinBurg Peer Reviewed Journals and Books Publishers, 2022) Gachuru, David K.; Senaji, Thomas A.; Gichunge, Evangeline M.
When organizations are formed, they attempt to operate in a style that meets the needs of their immediate environment. Despite that, some organizations operate in a manner that can lead to conflict with the communities in which they operate. Nonetheless, there is scarce empirical confirmation on the relationship between local context and performance of organizations. This study wanted to determine the relationship between managerial cognition of the local context and performance of hospitality industry. Specifically, it sought to assess the impact of cognition of local politics on performance of star-rated hotels in Kenya. A mixed-methods survey of 450 managers from 150 hotels categorized into 3, 4, and 5-star hotels was conducted using structured questionnaires while an interview guide was used to collect data from 12 key informants in the hospitality industry. Quantitative data was analyzed using SPSS software version 26 and null hypotheses tested using binary logistic regression model results. It was found that cognition of local politics did not significantly influence the odds of performance. Based on these findings, it is concluded that local politics significantly influence organizational performance. It is recommended that the hospitality industry takes into account local politics in strategic decisions.
Moderating Effect of Strategic Fit on the Relationship between Contingency Factors and Performance of Commercial Banks in Kenya
(Academic Journal of Social Sciences and Education, 2021-04) Gagai, Geoffrey; Gichunge, Evangeline M.; Kirimi, Eunice
The purpose of the study was to investigate the moderation effect of strategic fit on the relationship between contingency factors and the performance of commercial banks in Kenya. The study adopted a descriptive research design where a census of 39 commercial banks regulated by CBK was carried out. The study targeted 7 respondents from each of the 39 commercial banks. Primary data were collected through a questionnaire from the selected managers and were analyzed using SPSS version 26. Correlation and multivariate regression analysis were used to test the research hypothesis. The regression analysis results showed that strategic fit moderated the relationship between strategic contingency factors and the performance of commercial banks in Kenya (p-value < 0.05). It was recommended that organizations should endeavor towards matching their resources and capabilities with the opportunities in the external environment. The matching takes place through strategy and it is therefore vital that the company have the actual resources and capabilities to execute and support the strategy
Relationship between Organizational Structure and Performance of Commercial Banks in Kenya
(Academic Journal of Business and Management (AJBM), 2021-05) Gagai, Geoffrey; Gichunge, Evangeline M.; Kirimi, Eunice
The banking sector is among the sectors expected to facilitate the realization of vision 2030, by ensuring that there is the provision of efficient financial services and investment opportunities that will create vibrant and globally competitive financial services in Kenya. This study will focus on the effect of structure on the organizational performance of commercial banks in Kenya since they provide an important contribution to the economy. The study is prompted by the increased number of commercial banks in the recent past facing financial difficulties. These difficulties resulted in low returns to the investors and in some cases, commercial banks put under statutory management thus threatening the wellbeing of the country’s economy. The study adopted a descriptive research design where a census of 39 commercial banks regulated by CBK was carried out. The study targeted 4 respondents from each of the 39 commercial banks. The respondents were head of human resource department, operations department, finance department, research, and development department, information technology department, head of customer care department, and sales and marketing department. Primary data were collected through a questionnaire from the selected managers and were analyzed using SPSS version 26 for regression analysis and model specification tests. Correlation and multivariate regression analysis were used to test five hypotheses. The regression analysis results showed that organization structure influenced performance (β = 0.287; p-value >0.05). It was recommended the management of commercial banks in Kenya should put in place high organizational structure strategies as it leads to high performance. The banks should ensure they have a specialized organizational structure, high nature of the span of control, centralized structure, and have departmentalization in the company.

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