Kenyatta University Repository
Kenyatta University Institutional Repository is a digital archive that collects, preserves and disseminates scholarly outputs of the Institution
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Gendered Access to Livelihood Assets among Refugees in Kakuma Refugee Camp, Turkana County, Kenya
(Kenyatta University, 2025-04) Kinyanjui, Mary Nyambura
Kenya has remained a leading host for displaced persons amid the global surge in displacement. Refugees in camps in Kenya are primarily situated in Turkana and Garissa counties, which are among the most marginalised areas in the country. The push factors for displacement, combined with the conditions in Turkana, exacerbate the vulnerability of the refugees. The management of refugees in Kenya is guided by a comprehensive policy framework, with efforts from global, national, regional, and humanitarian actors aimed at fostering self-reliance and economic inclusion for refugees. Despite this, female refugees continue to face challenges related to limited access to resources and heightened vulnerability. The study employed the Social Vulnerability, Sustainable Livelihood Approach, and MVI developed in the researcher’s earlier work to examine vulnerability from a gendered perspective and how gender dynamics influence refugees’ access to assets. It utilised cross-sectional data collected in 2019 by the United Nations High Commissioner for Refugees database and The World Bank and included 2,217 randomly sampled households. Following Heteroscedasticity, Model Specification, and Goodness of Fit tests, the study implemented a Fractional Regression model and a Multivariate Logistic Model. The findings indicate that gender significantly influences vulnerability in many refugee households, with women being more susceptible. Additionally, male-headed households also experience vulnerability and lack access to essential resources. We recommend policies targeting both men and women, recognising that male refugees are equally vulnerable. Furthermore, women refugees are 0.104 percent less likely to engage in farming and 4.15 percent less likely to possess a bank account. We advocate for targeted yet inclusive policies, particularly regarding school enrolment and farming, to address food insecurity, climate change, and financial inclusion.
Collaborative Strategies in Conflict Management between Pastoralists and Ranchers in Laikipia County (2000-2022)
(Kenyatta University, 2025-09) Longesh, Esma Michael
Conflicts between pastoralists and ranchers in Laikipia County arise primarily from competition over scarce natural resources, exacerbated by climate variability, historical land grievances and the proliferation of small arms. The study examined the collaborative strategies in conflict management among pastoralists and ranchers. Specific objectives were: to assess the collaborative strategies employed in dealing with the conflict, to evaluate possible areas of collaboration as a conflict management strategy and to analyze the challenges in the use of collaborative approaches in conflict management between pastoralists and ranchers in Laikipia County (2000-2022). The study was guided by the Conflict Transformation Theory by John Lederach. To conceptualise collaboration, the study utilised Thomas-Kilmann Conflict Mode Instrument. Descriptive survey design was used where both qualitative and quantitative data were collected to address the research questions. The target population was community leaders, pastoralists neighbouring the ranches, personnel/staff working within the ranches, ranchers, Kenya Police Reserve (KPR), Officers from the Ministry of Interior and National Administration, Officers from the county Government and Non-Governmental Organizations (NGOs) handling security matters. The study used a purposive and stratified sampling approach to select a sample size of 106 respondents and key informants, arrived at using the Onwuegbuzie and Collins typology. Interview guides and semi-structured questionnaires were utilized to gather field data. Research studies, journals, e-books, government reports and papers were used as the primary sources of secondary data. Data was categorized, verified and presented in themes that match to the study's objectives. Key findings per objective include: (1) collaborative strategies such as community dialogues, mediation and joint resource management were employed but faced implementation gaps in creating win-win outcomes; (2) areas of collaboration like shared grazing lands and livestock health programs showed potential for neutralizing hostilities; (3) challenges including mistrust, political interference and unequal enforcement hindered uptake. The study findings provide knowledge on understanding the collaborative strategies of conflict management adding to existential knowledge. The study is of much interest to all stakeholders of conflict intervention, peacekeeping, humanitarian operations and students of peace and security studies. The study recommends enhanced resource management, stricter controls on small arms, political accountability and strengthened governance structures to promote sustained cooperation and resolve conflicts.
Implications of Regime Change and Shift in Kenya Foreign Policy between the Years (2002–2022)
(Kenyatta University, 2025-12) Kiugu, Martin Mugambi
Kenya, a pivotal nation in East Africa, has experienced significant political and diplomatic transformations between 2002 and 2022. This period encompasses the leadership of three distinct regimes: President Uhuru Kenyatta (2013–2022), President Mwai Kibaki (2002–2013), and the early tenure of President William Ruto. Each regime brought unique approaches to governance and foreign policy, influenced by internal dynamics and global geopolitical shifts. This study will aim to identify the implications of regime change and shift in foreign policy (2002-2022) .The specific research objectives were to identify the similarities in the implementations of the foreign policy strategies by Mwai Kibaki and Uhuru Kenyatta regimes. Assessment the impacts of geopolitics on the foreign policy adjustments by Uhuru Kenyatta and Mwai Kibaki regimes and to explore emerging challenges in the implementations of Kenya foreign policies by Kibaki and Uhuru regimes. The study is justified as it provides an opportunity to evaluate the impacts of the individual leadership styles and priorities on foreign policy formulation and implementation. The study is significant because it will help the current and future government officials responsible for foreign affairs, diplomacy, trade, defense, and development to benefit from insights on past policies, strategies, successes, and challenges. Limitations of the study were the uavailability and unreliability of historical classified records, to mitigate this, the study employs methodological triangulation, drawing upon a wide array of declassified primary sources, secondary historical analyses, memoirs, and media archives from the period. Rational choice theory and decision making theory guided the study. The study adopted mixed method design. Questionnaires, interview guide and document analysis were used to collect data. The findings demonstrate that economic diplomacy has been a consistent pillar of Kenya’s foreign policy, transcending political transitions and reflecting a long-term commitment to trade, investment, and development goals. The findings suggest that respondents viewed Kibaki’s foreign policy as primarily economically driven rather than ideologically Pan-Africanist. The findings suggest that stakeholders generally dismissed the idea that Kenya-China relations peaked during Kenyatta’s presidency, instead viewing the engagement as part of a broader, strategic trajectory. The findings reveal that concerns over Chinese debt did not significantly erode perceptions of Kenya’s foreign policy autonomy, highlighting a sense of strategic flexibility. In conclusion, Kenya’s foreign policy has demonstrated a blend of strategic continuity and adaptive flexibility across changing administrations Kenya’s foreign policy trajectory reflects a pragmatic and interest-driven orientation that transcends ideological labels. Kenya’s foreign policy under recent administrations has reflected measured adaptability rooted in long-standing strategic goals. Kenya’s foreign policy remains strategically resilient yet exposed to evolving internal and external pressures. The study recommends that Kenya should build on the strategic continuity observed in its foreign policy. To maintain its evolving diplomatic posture, Kenya should continue to build strategic relationships with both traditional and emerging powers. Kenya should maintain a balanced and proactive foreign policy that builds on its diplomatic diversification and economic partnerships with both traditional Western allies and emerging global powers like China and India.
Change Implementation Strategy and Performance of National Police Service, Kenya
(Kenyatta University, 2025-11) King’oo, Bernard Masavu
Despite government efforts to reform the National Police Service, performance kept getting worse and criminal activity kept rising. The comprehensive transformative program was designed to address many of the difficulties that the police must overcome in carrying out their duty. The research aimed to explore how the change implementation strategy has affected the performance of the National Police Service (NPS). The research objectives were; to evaluate the influence of personnel competence, training curriculum changes, appraisal systems and promotion opportunities on performance of NPS. The research was grounded in three key theories: Change Management Theory, Herzberg's Theory, and the McKinsey 7S Model. A descriptive research design was employed for this study. The target population consisted of 701 police officers, which included 1 County Commander, 28 OCPDs, 42 OCSs, and 630 officers across 42 police stations within Nairobi County. From this population, 211 officers were chosen through simple stratified random sampling techniques. The validity and reliability of the research instruments were assessed in a pilot study through the test-and-retest method. The data were gathered through structured questionnaire. The collected quantitative data were analyzed using descriptive statistics, analysis of variance, and regression techniques via the SPSS version 26. The outcomes show that change management strategy significantly influence the performance of NPS as provided by P-Value of 0.003 < 0.05. The research remarked that change management strategy (personnel competence, training curriculum change, appraisal system and promotional opportunities) significantly affect the performance of NPS. The research concludes that personnel competence within the NPS plays a pivotal role in shaping its overall performance and effectiveness. The research recommends that government through ministry of interior and national administration should establish and maintain robust training programs that keep officers abreast of the latest developments in law enforcement, including advancements in technology, changes in legislation, and evolving crime patterns. Prioritize ongoing professional development to ensure a highly skilled and adaptable workforce
Competitive Strategies and Performance of Property Development Firms in Nairobi City County, Kenya
(Kenyatta University, 2025-11) Kiprotich, Sharon Cheruto
Organizational performance is a measurement of what has been accomplished in relation to predetermined goals and includes a set of performance management and analytical procedures that enable a company to achieve its chosen goals. Property development firms in Kenya face a status of poor performance driven by challenges like inadequate financing, stringent lending terms, rising building costs, and a disconnect between falling house prices and rising construction expenses. Cost leadership, product differentiation, and focus are the three general tactics that a firm must use, or all three, to improve performance and create a competitive edge. The relative standing of a company within its industry is a key factor in determining its overall profitability. This research aimed to investigate the effect of competitive strategies on the performance of property development firms in Nairobi County, Kenya. The study's particular goals were to determine how organizational performance in Kenya's real estate development sector is impacted by differentiation, cost leadership, and focus strategies. Porter's five forces theory, industrial-organizational theory, and resource-based theory were the three primary theoretical frameworks that underpinned the investigation. The research design used was descriptive. The study's target 55 companies that work in Nairobi County's real estate development industry. The chief executive officers or their equivalents from each company were chosen as respondents using a census technique. The study's primary data was collected utilizing questionnaires. The Cronbach alpha coefficient test was used to evaluate the questionnaires' reliability. Content validity was ensured through expert judgement. Descriptive statistics like mean and standard deviation were used to examine the quantitative data, which was subsequently shown as tables, figures, charts, and graphs. Two forms of inferential statistics that are used to show the relationship between variables are regression and correlation analysis. In property development companies, differentiation strategy and organizational performance were found to be strongly and significantly correlated by regression analysis (β=0.279, p=0.001). The cost leadership technique significantly improved the organizational performance of property development enterprises (β = 0.573, p = 0.000). The focus method significantly improved the organizational performance of property development enterprises (β=0.213, p=0.004). The study concluded that increasing levels of differentiation leads to improvement in the performance of property development firms. The research came to the conclusion that Kenyan property development companies increase their operational scale, branch out into allied industries, and enhance their operational procedures in order to reduce expenses and improve performance. According to the study's findings, property development companies performed better when they increased their level of focus. Offering new items also increased sales, which improved organizational performance even further. In order to maintain dominant positions and long-lasting advantages until other businesses can copy the firm's distinctive features, which can still be regained by creating new opportunities and strategies that will create new barriers to market entry and another type of competitive advantage, property development companies' management should also continuously innovate. The study suggested that in order to better foster client loyalty, property development enterprises' management could lower the pricing of their products