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Author: search.filters.author.Mbithi, MaryStart date: 2020

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    Influence of Strategic Planning on the Performance of Telecommunication Industry in Somalia
    (Academic Journal of Humanities and Social Sciences Research,, 2025-08) Hassan Abdullahi, Abdikafi; Mbithi, Mary; Maore, Stephen
    Despite notable growth, Somalia’s telecommunication industry faces persistent performance challenges due to inadequate strategic planning, leading to inefficiencies, poor resource allocation, and limited adaptability in a highly competitive and dynamic environment. This study investigated the influence of strategic planning on the performance of the telecommunication industry in Somalia. The research adopted a mixed-methods approach, combining quantitative and qualitative data collection techniques to provide comprehensive insights into the relationship between strategic planning practices and industry performance. The study targeted 220 participants across 22 registered telecommunication firms in major urban centers including Mogadishu, Hargeisa, and Kismayo. Respondents included telecommunication managers, strategic planning staff, innovation strategy personnel, and customer relationship managers. Using census sampling, the research achieved an exceptional response rate of 90.5%, with 199 completed questionnaires. Data collection employed structured questionnaires with quantitative analysis conducted using SPSS version 28. The findings revealed strong positive perceptions regarding strategic planning practices in Somalia’s telecommunications industry. The analysis revealed a strong correlation coefficient (R = 0.742) and explanatory power (R2 = 0.551), indicating that strategic planning accounts for 55.1% of variance in industry performance. The regression model proved statistically significant (F = 242.358, p < 0.001), with standardized coefficient (ff = 0.742) confirming the positive relationship. For every unit increase in strategic planning implementation, performance increased by 0.684 units. The study concluded that strategic planning serves as a critical predictor of organizational performance in Somalia’s telecommunications sector, supporting the rejection of the null hypothesis. The study recommended that telecommunication companies in Somalia should prioritize strategy evaluation and control systems, establish performance monitoring frameworks, invest in data analytics, and build institutional capacity to adapt strategies in response to changing market conditions and evaluation findings.
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    Influence of Strategic Planning on thePerformance of Telecommunication Industryin Somalia
    (Academic Journal of Humanities and Social Sciences Research, 2025) Abdullahi, Abdikafi Hassan; Mbithi, Mary; Maore, Stephen
    Despite notable growth, Somalia’s telecommunication industry faces persistent performancechallenges due to inadequate strategic planning, leading to inefficiencies, poor resource allocation, andlimited adaptability in a highly competitive and dynamic environment. This study investigated theinfluence of strategic planning on the performance of the telecommunication industry in Somalia. Theresearch adopted a mixed-methods approach, combining quantitative and qualitative data collectiontechniques to provide comprehensive insights into the relationship between strategic planning practicesand industry performance. The study targeted 220 participants across 22 registered telecommunicationfirms in major urban centers including Mogadishu, Hargeisa, and Kismayo. Respondents includedtelecommunication managers, strategic planning staff, innovation strategy personnel, and customerrelationship managers. Using census sampling, the research achieved an exceptional response rate of90.5%, with 199 completed questionnaires. Data collection employed structured questionnaires withquantitative analysis conducted using SPSS version 28. The findings revealed strong positive perceptionsregarding strategic planning practices in Somalia’s telecommunications industry. The analysis revealeda strong correlation coefficient (R = 0.742) and explanatory power (R² = 0.551), indicating thatstrategic planning accounts for 55.1% of variance in industry performance. The regression model provedstatistically significant (F = 242.358, p < 0.001), with standardized coefficient (￿ = 0.742) confirmingthe positive relationship. For every unit increase in strategic planning implementation, performanceincreased by 0.684 units. The study concluded that strategic planning serves as a critical predictor oforganizational performance in Somalia’s telecommunications sector, supporting the rejection of the nullhypothesis. The study recommended that telecommunication companies in Somalia should prioritizestrategy evaluation and control systems, establish performance monitoring frameworks, invest in dataanalytics, and build institutional capacity to adapt strategies in response to changing market conditionsand evaluation findings
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    Influence of Strategic Planning on thePerformance of Telecommunication Industryin Somalia
    (Academic Journal of Humanities and Social Sciences Research,, 2025) Abdullahi, Abdikafi Hassan; Mbithi, Mary; Maore, Stephen
    Despite notable growth, Somalia’s telecommunication industry faces persistent performancechallenges due to inadequate strategic planning, leading to inefficiencies, poor resource allocation, andlimited adaptability in a highly competitive and dynamic environment. This study investigated theinfluence of strategic planning on the performance of the telecommunication industry in Somalia. Theresearch adopted a mixed-methods approach, combining quantitative and qualitative data collectiontechniques to provide comprehensive insights into the relationship between strategic planning practicesand industry performance. The study targeted 220 participants across 22 registered telecommunicationfirms in major urban centers including Mogadishu, Hargeisa, and Kismayo. Respondents includedtelecommunication managers, strategic planning staff, innovation strategy personnel, and customerrelationship managers. Using census sampling, the research achieved an exceptional response rate of90.5%, with 199 completed questionnaires. Data collection employed structured questionnaires withquantitative analysis conducted using SPSS version 28. The findings revealed strong positive perceptionsregarding strategic planning practices in Somalia’s telecommunications industry. The analysis revealeda strong correlation coefficient (R = 0.742) and explanatory power (R² = 0.551), indicating thatstrategic planning accounts for 55.1% of variance in industry performance. The regression model provedstatistically significant (F = 242.358, p < 0.001), with standardized coefficient (￿ = 0.742) confirmingthe positive relationship. For every unit increase in strategic planning implementation, performanceincreased by 0.684 units. The study concluded that strategic planning serves as a critical predictor oforganizational performance in Somalia’s telecommunications sector, supporting the rejection of the nullhypothesis. The study recommended that telecommunication companies in Somalia should prioritizestrategy evaluation and control systems, establish performance monitoring frameworks, invest in dataanalytics, and build institutional capacity to adapt strategies in response to changing market conditionsand evaluation findings.
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    Influence of Strategic Planning on the Performance of Telecommunication Industry in Somalia
    (Academic Journal of Humanities and Social Sciences Research, 2025-03) Hassan, Abdikafi Abdullahi; Mbithi, Mary; Maore, Stephen
    Despite notable growth, Somalia’s telecommunication industry faces persistent performancechallenges due to inadequate strategic planning, leading to inefficiencies, poor resource allocation, andlimited adaptability in a highly competitive and dynamic environment. This study investigated theinfluence of strategic planning on the performance of the telecommunication industry in Somalia. Theresearch adopted a mixed-methods approach, combining quantitative and qualitative data collectiontechniques to provide comprehensive insights into the relationship between strategic planning practicesand industry performance. The study targeted 220 participants across 22 registered telecommunicationfirms in major urban centers including Mogadishu, Hargeisa, and Kismayo. Respondents includedtelecommunication managers, strategic planning staff, innovation strategy personnel, and customerrelationship managers. Using census sampling, the research achieved an exceptional response rate of90.5%, with 199 completed questionnaires. Data collection employed structured questionnaires withquantitative analysis conducted using SPSS version 28. The findings revealed strong positive perceptionsregarding strategic planning practices in Somalia’s telecommunications industry. The analysis revealeda strong correlation coefficient (R = 0.742) and explanatory power (R² = 0.551), indicating thatstrategic planning accounts for 55.1% of variance in industry performance. The regression model provedstatistically significant (F = 242.358, p < 0.001), with standardized coefficient (￿ = 0.742) confirmingthe positive relationship. For every unit increase in strategic planning implementation, performanceincreased by 0.684 units. The study concluded that strategic planning serves as a critical predictor oforganizational performance in Somalia’s telecommunications sector, supporting the rejection of the nullhypothesis. The study recommended that telecommunication companies in Somalia should prioritizestrategy evaluation and control systems, establish performance monitoring frameworks, invest in dataanalytics, and build institutional capacity to adapt strategies in response to changing market conditionsand evaluation findings.
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    Influence of Strategic Planning on the Performance of Telecommunication Industry in Somalia
    (Academic Journal of Humanities and Social Sciences Research, 2025) Hassan, Abdikafi Abdullahi; Mbithi, Mary; Maore, Stephen
    Despite notable growth, Somalia’s telecommunication industry faces persistent performancechallenges due to inadequate strategic planning, leading to inefficiencies, poor resource allocation, andlimited adaptability in a highly competitive and dynamic environment. This study investigated theinfluence of strategic planning on the performance of the telecommunication industry in Somalia. Theresearch adopted a mixed-methods approach, combining quantitative and qualitative data collectiontechniques to provide comprehensive insights into the relationship between strategic planning practicesand industry performance. The study targeted 220 participants across 22 registered telecommunicationfirms in major urban centers including Mogadishu, Hargeisa, and Kismayo. Respondents includedtelecommunication managers, strategic planning staff, innovation strategy personnel, and customerrelationship managers. Using census sampling, the research achieved an exceptional response rate of90.5%, with 199 completed questionnaires. Data collection employed structured questionnaires withquantitative analysis conducted using SPSS version 28. The findings revealed strong positive perceptionsregarding strategic planning practices in Somalia’s telecommunications industry. The analysis revealeda strong correlation coefficient (R = 0.742) and explanatory power (R² = 0.551), indicating thatstrategic planning accounts for 55.1% of variance in industry performance. The regression model provedstatistically significant (F = 242.358, p < 0.001), with standardized coefficient (￿ = 0.742) confirmingthe positive relationship. For every unit increase in strategic planning implementation, performanceincreased by 0.684 units. The study concluded that strategic planning serves as a critical predictor oforganizational performance in Somalia’s telecommunications sector, supporting the rejection of the nullhypothesis. The study recommended that telecommunication companies in Somalia should prioritizestrategy evaluation and control systems, establish performance monitoring frameworks, invest in dataanalytics, and build institutional capacity to adapt strategies in response to changing market conditionsand evaluation findings.
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    Strategy control influences the performance of textile firms under AGOA.
    (The Strategic Journal of Business & Change Management,, 2025-09) Ithili, James Kimathi; Kihara, Peter; Mbithi, Mary
    The African Growth and Opportunity Act (AGOA), enacted on May 18, 2000, as Title One of the Trade and Development Act of 2000, was designed to offer sub-Saharan African nations, particularly those enacting economic reforms, preferential access to U.S. markets. The act aimed to enhance trade relations by granting more favorable market access than that offered to other regions without free trade agreements. In 2015, AGOA was extended for 10 more years by President Obama, affecting 49 eligible African countries through the Extension and Enhancement of AGOA Act, signed on June 29, 2015. This study evaluated how strategy control influences the performance of textile firms under AGOA. Data collection involved closed-ended questionnaires, pilot-tested for validity and reliability, representing 10.5% of the target population. Ethical clearance and necessary permits were obtained. Data analysis was performed using SPSS version 24. Strategy Control: A positive and significant relationship with performance was observed (r=0.822, p<0.05), implying that effective strategy control measures are linked to improved performance. 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. Additionally, policymakers should support the textile sector by developing local supply chains and implementing policies to reduce production costs, such as addressing high electricity costs.
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    Influence of Employee Involvement on the Performance of Commercial Banks in Kenya
    (INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS), 2024-08) Sitonik, Janet Chepngetich; Munga, Jane; Mbithi, Mary
    Employee involvement is important for driving performance, as engaged employees are more likely to contribute positively to organizational goals, leading to enhanced productivity and innovation. High performance is essential for maintaining competitiveness, achieving financial stability, and ensuring long-term success. However, Commercial Banks in Kenya face a pressing need to improve performance, as existing gaps in employee involvement could be hindering the organization's potential and leading to missed opportunities. This paper sought to determine the influence of employee involvement on the performance of Commercial Banks in Kenya. The study applied a descriptive research design on 38 Commercial Banks in Kenya as the unit of analysis in the study. The target respondents were 190 middle-level managers of commercial banks in Kenya as the unit of observation. Stratified random sampling technique was applied in addition to Taro Yamane’s formula to sample 129 participants in the study. The study gathered data through questionnaires which were administered both physically and online. Data collected was analyzed through both descriptive and inferential analyses. Results revealed a β of 0.435 and a p-value of 0.001, between employee involvementand performance of commercial banks in Kenya. The study concluded that employee involvement had a positive and significant influence on the performance of commercial banks in Kenya. The study recommends that Commercial Banks in Kenya should empower employees by expanding decision-making structures to encourage ownership and active participation. The study also recommends regularly updating training programs to align with employees' evolving needs. Additionally, the study recommends strengthening communication channels to keep employees informed about organizational changes. The study further recommends implementing a structured and frequent recognition program to boost employee morale. Moreover, the study recommends expanding leadership development opportunities through mentorship and workshops. Lastly, the study recommends increasing the frequency of team-building activities to foster stronger relationships and a collaborative culture.
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    Influence of Leadership Styles on Performance of Transport Parastatals in Kenya
    (IAJH -Intra Africa Journal of Social Sciences (IAJSS), 2025) Kamau, Rosemary Wanjiru; Mbithi, Mary; Nzili, James
    Transport parastatals in Kenya continue to suffer from inefficiencies, financial mismanagement, and governance lapses, largely attributed to weak and ineffective leadership practices. Despite the critical role of leadership styles in shaping organizational culture, accountability, and innovation, many parastatals remain entrenched in autocratic and politically driven approaches that undermine performance and erode public trust. The purpose of this study was to establish the influence of leadership styles on the performance of transport parastatals in Kenya. The study was guided by the Full Range Leadership Theory and Agency Theory, which emphasize the importance of transformational, transactional, and participative leadership in enhancing accountability and organizational outcomes. A descriptive explanatory research design was adopted, targeting a population of 104 managers drawn from 13 transport parastatals. Stratified random sampling was applied, and Yamane’s formula was used to determine a representative sample of 83 respondents, comprising 35 top managers, 28 middle-level managers, and 20 supervisory managers. Data were collected using structured questionnaires, while descriptive statistics, correlation analysis, and multiple regression were employed for data analysis. Correlation results showed a strong positive and significant relationship between leadership styles and performance (r = 0.646, p < 0.05). Regression findings revealed that leadership styles significantly predicted organizational performance (β = 0.421, p < 0.05). The study concludes that leadership style is a critical determinant of performance in transport parastatals. It recommends institutionalizing transformational and democratic leadership development programs, while also strengthening leadership accountability frameworks to enhance efficiency, transparency, and service delivery.
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    Influence of content marketing on performance of supermarkets in Nairobi County.
    (The Strategic Journal of Business & Change Management,, 2025-08) Ong’ondo, Luiza Moraa; Mbebe, James; Mbithi, Mary
    The purpose of this study was to examine the influence of Content Marketing on the performance of supermarkets in Nairobi County, Kenya. This research was anchored on the Technology Acceptance Model (TAM). The study employed a descriptive research design. The target population was 120 members of staff from the 12 supermarkets in Nairobi County. Data collection was done using questionnaires. The collected data was qualitative and quantitative. Analysis of data was conducted using descriptive and inferential techniques. Descriptive analysis involved central tendency measures (mean, frequency, percentages). Inferential analysis involved correlation analysis and regression analysis at a significance level of 5%. Tables and pie charts with interpretation narratives and discussion of findings were used to depict the results. It was found that the content marketing was (M=4.33, SD =0.63), and performance (M=4.30, SD =0.65). However, it was found to have a positive but significant (p < 0.5) relationship with performance (r = .818, p = 0.000 < 0. 5) at 5% level of significance. Content marketing had a positive influence on performance (t = 13.043, p <0.05). Supermarkets should use their internet platforms to highlight their values, including sustainability, community service, and charitable donations, in order to enhance their content marketing. In order to fully utilize the potential of these tools, the study suggests investing more resources in other systematic marketing strategies with larger target populations, and conducting additional research on policies pertaining to the use of private information for marketing purposes.
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    Influence of Strategic Direction on Performance of Commercial Banks in Juba, South Sudan
    (International Research Journal of Business and Strategic Management, 2025-06) Deng, John Ayuen Dhuor; Mbebe, James; Mbithi, Mary
    Performance of organizations has been a focal point of research, particularly in understanding how effectively they implement strategic plans to achieve their mission and vision. Strategic planning practices play an important role in enhancing operational efficiency and achieving a competitive advantage. This study established the influence of strategic direction on the performance of commercial banks in Juba, South Sudan. The study adopted a cross-sectional research design. The unit of analysis comprised 31 licensed commercial banks, while the unit of observation included 186 managers. A stratified random sampling technique, in addition to the Taro Yamane formula, was used to select 128 participants. Data was collected using questionnaires with both open-ended and closed questions. The questionnaires were administered both physically and electronically. Descriptive statistics, including frequency, percentage, mean, and standard deviation, summarize the data, while a binary logistic regression model was applied for inferential analysis. The findings were presented in tables and narratives. Findings revealed that strategic direction setting, including well-documented vision, mission, and core values, significantly improved performance (p-value =0.001), with banks having structured direction setting showing a 12.784 times higher likelihood of achieving better performance than unstructured ones. The study recommends that managers of banks in Juba actively set strategic direction through the formulation of vision, mission, objectives, and core values statements.