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Doctorate Theses and dissertation

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    Influence of Managerial Cognition on Firm Performance of Textile and Leather Firms in Kenya: Moderating Role of Competitive Dynamics
    (KeMU, 2022-06) Kairu, James Kamau
    There continues to be growing interest in the organizational performance. This has led organizations to make great efforts to attain satisfactory performance in order to satisfy the needs of their stakeholders. In Kenya, the contribution of the manufacturing sector which includes textile and leather, the GDP has been decreasing since 2015 from 9.4% to 7.5% yet it is one of the sectors that are expected to bring about shared prosperity of citizens by positively impacting the economy. Managerial Cognition can play a key role in strategy formulation, execution and control in order to ensure satisfactory performance in this sector in a highly competitive business environment. However, empirical evidence on the influence of Managerial Cognition on performance of organizations and how Competitive Dynamics affect this relationship is scarce. Specifically, empirical literature on the influence of Managerial Cognition comprising salience, regulatory focus, identity domain, and external/internal orientation on performance is limited. Drawing from the Resource Based View, Upper Echelon’s Theory, Social Cognition Theory and Competitive Dynamics Framework the relationship between Managerial Cognition and performance and the moderating effect of Competitive Dynamics was examined in 104 firms in the textile and leather (and footwear) manufacturing firms in Kenya. These were studied through a descriptive cross- sectional survey where data was collected using structured questionnaires. Prior to data collection, a pilot test of the questionnaire was conducted on top ten managers and allied firms. Cronbach Alpha established the reliability. At least three of the top managers from each of the 104 firms were requested to fill the questionnaires because their cognitions vary. A total of 163 responses representing 53% response rate was achieved. Since the data on the dependent variable were ordinal, a Logistic Regression was used to examine the direct and moderated effects. Salience and internal/external orientation significantly influenced the odds of performance (Salience: Wald = 5.219, p = .022 < .05, Odds ratio = 2.217; internal/external orientation: Wald =12.318, p <.001 <.05, Odds ratio = 4.101). However, regulatory focus (Wald = 1.093, p > .05, Odds ratio = 1.357) and identity (Wald = 2.739, p > .05, Odds ratio = 1.805) did not significantly increase the odds for performance of leather and textile firms. Salience increased the odds for performance by more than two folds (odds ratio = 2.217) while internal/external orientation increased the odds by 4.401 times (odds ratio = 4.101). These findings clarify the Managerial Cognition disposition, and its influence on firm performance and how Competitive Dynamics affect this relation. The findings will guide policy and practice in the textile and leather manufacturing sub-sector in Kenya.
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    Strategic Leadership, Strategy Execution and Organizational Performance: A Survey of Savings and Credit Cooperatives in Kenya
    (KeMU, 2021-09) Miriti, Justus Bundi
    Organizations strive to achieve satisfactory performance in order to satisfy the needs of their stakeholders. However, the fact that some organizations experience poor organizational performance continues to attract the interest of scholars. Cooperative societies contribute to the socio-economic development of the country including economic empowerment and poverty eradication yet their performance has not been satisfactory. However, scarce research has been conducted focusing on strategic leadership practices and performance of organisations and cooperative societies in particular. In this study, the influence of strategic leadership on organizational performance of Savings and credit cooperative societies in Kenya, and the mediating role of strategy execution was examined. A cross-sectional descriptive survey of 133 societies from a target population of 175 was conducted using structured questionnaires to collect primary data from managers in these organizations while secondary data was collected from published performance reports. This was a 76% response rate. The specific objectives of the study were: to establish the influence of strategic direction on performance; to assess the influence of human capital focus on performance; to establish the influence of strategic control on performance; and to assess the mediating effect of strategy execution on the relationship between strategic leadership and organization performance of SACCO’s in Kenya. Data on performance, namely capital adequacy, asset quality, management ratios, and liquidity abbreviated as CAMEL, was collected from the SACCO regulators’ published performance reports using a data collection sheet. The performance data was coded as “1” if there was an upward trend and “0” if there was a downward trend over the three years from 2016 to 2018 for which data was collected. While 1 represented satisfactory performance, 0 was unsatisfactory performance. Data was analysed to generate frequency distributions, means and standard deviations, and associations, correlations and regressions coefficients and hypotheses. There was moderate practice of strategic leadership, strategy execution and that performance was moderately satisfactory. Strategic direction, human capital focus and strategic control had positive significant relationship (p <.05) with performance (Strategic leadership was moderately practised in the SACCOs and had a significant positive relationship (p < .05) with organisational performance (strategic control: r = .526; strategic direction: = .473; human capital focus: r = .328). Strategy execution also had a significant positive relationship with performance (r = .328, p < .001). While human capital focus (Wald = 29.768, p < .001, exp (B) = 2.092) and strategic control (Wald = 10.721, p = .001, exp (B) = .698) significantly influenced the odds for satisfactory organisational performance, strategic direction did not (Wald = 1.652, p = .199 > .05, exp (B) = .917). Further, strategy execution had a partial and significant mediating effect on the relationship between strategic leadership and performance. These findings clarify the disposition of strategic leadership, its influence on organizational performance and how strategy execution mediates the relationship between strategic leadership and performance. The findings have applied, policy and theoretical implications for SACCOs performance and can be used improve the performance of SACOs hence their contribution to improved socioeconomic development.