PHD-Department of Business Administration

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Browsing PHD-Department of Business Administration by Subject "Capabilities"

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    Dynamic Capabilities and Performance of Selected Manufacturing Firms in Kenya
    (Kenyatta University, 2020-07) Kitenga, Gabriel
    Performance of food manufacturing firms has been on a declining trend leading to the relocation of some firms to other countries. As a result, the country has been experiencing frequent food deficits. The search for how performance can be enhanced has led scholars and managers to consider dynamic capability to be at the heart of firm strategy. This study, therefore, sought to examine how dynamic capabilities influence the performance of selected manufacturing firms in Kenya. The specific objectives were to assess the effect of adaptive capabilities on performance of food manufacturing firms in Kenya, to determine the effect of marketing capabilities on performance of food manufacturing firms in Kenya, to establish the effect of alliancing capabilities on performance of food manufacturing firms in Kenya, to examine the effect of managerial capabilities on performance of food manufacturing firms in Kenya, to establish the moderating effect of firm size on the relationship between dynamic capabilities and performance of food manufacturing firms in Kenya and to assess the mediating effect of firm competence on the relationship between dynamic capabilities and performance of food manufacturing firms in Kenya. Adaptive capability, marketing capability, alliancing capability and managerial capability were the dependent variables of the study. Firm competence and firm size were the mediating and moderating variables, respectively. The study was grounded on the dynamic capability theory supported by the competence-based theory, the upper echelons theory, the resource-based theory, the stakeholder theory and the BSC framework. The study was founded on a positivist research philosophy and utilized a descriptive and explanatory research design. The population consisted of 70 food manufacturing listed in the Kenya Association of Manufacturer‟s directory. Primary data was collected from 190 respondents using self-administered semi-structured questionnaires selected using a proportional stratified sampling technique. Descriptive statistics were computed to describe the characteristics of the study variables and multiple regression analysis was conducted to determine the nature and magnitude of the relationships between the independent and dependent variables. The findings show that there is a significant direct and positive effect of adaptive capabilities, marketing capabilities, alliancing capabilities and managerial capabilities on performance of food manufacturing firms in Kenya. The findings also show that firm competence partially mediates the relationship between dynamic capabilities and performance of food manufacturing firms in Kenya. Firm size was found not to have a moderating effect on the relationship between dynamic capabilities and performance. The findings supported the theoretical foundation of the dynamic capabilities theory that firm performance and sustainable competitive advantage depends on its ability to react rapidly and flexibly to changing market environments. The study recommends that the management of food manufacturing firms should set aside budgets to build dynamic capabilities. Food manufacturing firms should also build alliances with producers of raw materials to stabilize the supply of inputs and customers to stabilize the market for processed food. They should also cooperate with peers to solve industry problems and engage government agencies for a favorable regulatory framework. The firms should also build technological competences through sponsoring employees for technical training and invest in the development of capabilities that increase their ability to reconfigure themselves to cope and thrive even during times of unexpected adversities.
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    Strategic Capabilities and Organizational Performance: A Case of Private Universities in Kenya
    (Kenyatta University, 2020-08) King’oo, Ruth Ndanu
    Private Universities in Kenya have continuously faced a number of challenges such as declining quality of educational programs, quality of research, authenticity of degrees granted, flexibility of the university programs, innovations created and efficient utilization of resources at their disposal. Despite the increasing number of students seeking higher education, these numbers have not translated to better performance in these Universities. Modern business environment calls for organizations, including private Universities to identify and exploit strategic capabilities for them to effectively compete and boost their performance. These universities need to harness their resources, and exploit their competences in order to gain competitive advantage. This study sought to establish the effect of strategic capabilities on performance of private Universities in Kenya. Specifically, it sought to determine the effect of information technology capability, human capital capability, networking capability, and intellectual capability on performance of private Universities in Kenya. The study also sought to determine the mediating effect of competitive advantage and the moderating effect of organizational culture on the relationship between strategic capabilities and performance of private Universities in Kenya. The study was anchored on Resource-based view theory, organizational learning theory, intellectual capital theory, human capital theory, balanced scorecard model and the institutional theory. Further, the study was founded on positivism philosophy and adopted a descriptive survey research design. The target population for the study was the 31 private universities in Kenya while a sample size of 153 respondents was selected using stratified random sampling technique. The respondents included the faculty deans, registrar administration and finance, human resources managers and ICT managers. Primary data was collected using semi structured questionnaire. Quantitative data was analysed using descriptive and inferential statistics and presented using figures and tables. Qualitative data collected through open ended questions was analysed using common themes and presented in narrative form. In testing the significance of the model, the coefficient of determination and F-statistic was computed at 95% confidence level, while hypothesis testing was done using pvalues at 5% significance level. The study found that information technology capability, human capital capability, networking capability, intellectual capability, and competitive advantage were adopted to a moderate extent. However, organizational culture was emphasised to a large extent. The study concluded that information technology capability, human capital capability, networking capability and intellectual capability had a significant positive effect on performance of private universities in Kenya. Competitive advantage had a partial mediating effect while organizational culture had a significant moderating effect on the relationship between strategic capabilities and performance of private Universities in Kenya. The study contributes to the body of knowledge by filling contextual, empirical, and conceptual gaps earlier identified in literature. The study recommends that private universities should seek to acquire and maximise information technology capability, human capital capability, networking capability and intellectual capability, in order to boost their performance. Private universities should also differentiate their programmes, manage their cost, and develop market-oriented programmes and specialisations to generate competitive advantage. Finally, private universities should promote learning culture, employee involvement, be customer centric, innovative, and supportive culture. The study suggested that other studies should be conducted in public universities in Kenya and other countries and in other institutions of higher learning to establish if similar conclusions will be reached.