Browsing by Author "Muli, Alice Mwikali"

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    Organizational Agility and Service Delivery in Deposit Taking Savings and Credit Cooperative Societies in Nairobi City County, Kenya
    (The Strategic Journal of Business & Change Management, 2025-05) Muli, Alice Mwikali; Kiiru, David
    This study looked at organizational agility and service delivery in DTSACCOs in Nairobi City County, Kenya. The research was dictated by, Lewin’s theory of change, dynamic capability theory, RBV theory and contingency theory. The research utilized a descriptive research design. The research target audience was obtained from the SACCOs with head offices in Nairobi City County. The research employed questionnaires to gather source data. The data gathering tool underwent validation and reliability testing. The data analysis employed both descriptive and inferential statistics. The study found that organizational readiness to change, agility enabler, and responsiveness and agility practice affected service delivery in DT-SACCOs in Nairobi City County, Kenya. Organizational readiness to change, agility enabler, responsiveness and agility practice were significantly correlated with service delivery in DT-SACCOs in Nairobi City County, Kenya. The report recommends that organizations to commit to organizational reform. They should also communicate the necessity of change to their personnel so they will work hard to implement it. Proper knowledge about planned changes helps employees have a positive and proactive attitude toward change and handle change-related problems. SACCOs should make complex organizational changes together and prove their need. Staff at SACCOs should be trained to handle change. They need the correct technology and a flexible organizational structure to handle change. Firms should have teams to handle change, and employees' daily technology should make them happy and fit their professional duties. Employees should grasp how technology affects their careers. Market, consumer, and business environment changes should be addressed rapidly by SACCOs. All SACCO staff should understand the need for change. They should engage staff in two-way dialogue. SACCOs should adapt and be robust to change. The SACCOs should have explicit change strategies. To facilitate change, they should share feedback, resources, and knowledge with all employees. Innovative change implementation and thinking should be rewarded in SACCOs.