Browsing by Author "Kipkorir, Chris Simon Sitienei"

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    Adoption of Technology and Customer Focus as Strategic Practices for Organizational Performance of National Social Security Fund in Kenya
    (American Journal of Business and Strategic Management, 2025-05) Njeru, Doreen Gacheri; Kipkorir, Chris Simon Sitienei
    Aim: National Social Security Fund has been experiencing poor organizational performance as evidenced by low member contributions, customer dissatisfaction, inadequate finances, decreasing market share and low employee productivity. Adoption of strategic practices has been used by many organizations to improve organizational performance. The study aimed to establish the effect of technology adoption and customer focus on organizational performance at the National Social Security Fund, Kenya. Methods: The study was grounded on Technology Acceptance Model, Customer Satisfaction Model and Balanced Scorecard Model. A descriptive research design was employed using stratified random sampling to select 90 respondents from key departments. A structured and close-ended questionnaires was validated through a pilot study and later used to collect primary data. Collected data analyzed using descriptive statistics and content analysis. Research findings were presented using tables. Results: The findings showed that technology adoption and customer focus had significant positive effect on organizational performance. Specifically, the study findings showed that a unit change in technology adoption changes organizational performance by 0.620 units. A unit change in customer focus results in an estimated 0.739 unit increase in performance, holding other factors constant. Conclusion: The study concludes that embracing technology and customer focus practices is essential for enhancing organizational performance in public institutions like National Social Security Fund. Recommendation: It is recommended that National Social Security Fund invest in modern Information Technology infrastructure, strengthen employee training, and implement advanced customer relationship management to improve service delivery and performance outcomes
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    Cost Leadership and Differentiation as Competitive Strategies on Performance of Commercial Banks: The Kenyan Perspective
    (European Journal of Business and Management, 2025-01-30) Ochieng, Vincent Ogal; Kipkorir, Chris Simon Sitienei
    Poor performance in commercial banks was viewed in terms of reduction in market share, decline in profitability, loss of customer, shrinking in asset base and liabilities which in turn lead to poor performance. Commercial banks use cost leadership and differentiation as competitive strategies to address performance. The aim in the study was to establish the effect of cost leadership and differentiation as competitive strategies on selected commercial banks in Nairobi City County, Kenya. Porter’s generic strategies model and descriptive research design were used. The target population was 1,194 respondents which included head office employees from three selected commercial banks namely Kenya Commercial Bank, Equity bank, and Cooperative Bank of Kenya located in Nairobi City County in Kenya. Sample size of two hundred and ninety one (291) was computed using Krejcie and Morgan formula then selected using stratified sampling technique to ensure adequate representation. Primary data was collected using close and open ended structured questionnaire. The data was analyzed using descriptive statistics especially mean and standard deviation and inferential statistics specifically regression analysis, analysis of variance and analysis of coefficients. The analyses were conducted using Statistical Package for Social Science (SPSS) version 24. Open-ended responses were organized in themes and discussed in a narrative form. This study adopted Cronbach’s alpha method to compute reliability and a coefficient of 0.957 was obtained which was more than a threshold of 0.80 hence the research instrument was reliable. Results were presented using tables. The study findings indicated that cost leadership, differentiation, and growth strategies had effect. The study results are valuable to management of commercial banks, policy makers, other organisations, academicians and researchers