Organizational agility and performance of selected public universities in Kenya
Loading...
Date
2025-12
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Kenyatta University
Abstract
Public universities in Kenya have been operating in an environment that has been changing over the past few years, and the numerous uncertainties have made survival challenging. The unprecedented challenges such as ineffectiveness and inefficiencies due to reduced enrolment of self-sponsored students who form a greater portion of population in the public universities in terms of fees payment to support effective processes, low global ranking of public universities, low research output and the weak university-industry partnerships due to the closed system nature of public universities and other internal and external factors have continued to affect university performance. The application of the organizational agility concept may be viewed as a panacea to addressing the above pertinent issues and bring the public universities to a higher level of performance in uncertain changing environment. Therefore, the goal of this study was to examine the relationship between organizational agility, Leadership style, Regulatory environment and performance of selected Kenyan public universities. The study intended to specifically determine the effect of readiness to change, agility enabler, responsiveness and agility practice on performance of selected Kenyan public universities. The study also intended to evaluate the moderating effect of regulatory environment and mediating effect of leadership style on relationship between organizational agility and performance of selected Kenyan public universities. The study was based on five theories: Dynamic Capability theory as lead theory, Resource based view theory, learning organization theory, Institutional theory and Balanced Scorecard model as relevant in underpinning the various variables in the study. Pragmatism philosophical approach guided the study and semi-structured questionnaires were used to measure both quantitative and qualitative data, using mixed research methodologies for empirical analysis. Content analysis was used to analyze the qualitative data, and the results presented in accordance with patterns and themes. The target population was the 31 fully fledged public universities in Kenya out of which 10 were sampled systematically from best to worst ranked institution based on January and July 2023 web metrics global university ranking scale. The study targeted 220 respondents comprising of Deputy Vice Chancellors, Deans of schools and faculty, academic department heads and key senior staff in administration. Out of this, only 207 returned the questionnaire accounting for 94.1% success rate. Due to the characteristics of the respondents and the goal of the investigation, a proportionate stratified random sampling technique was employed to choose the respondents for the study. A drop-and-pick methodology was used to collect data by trained research assistants. The questionnaire was subjected to both validity and reliability tests by carrying out a pilot test on different group from the study group but with similar characteristics and use of SPSS version 27 to process the data. Using a multiple regression analysis approach, descriptive and inferential statistics were employed to analyze the data in accordance with the specific research objectives and hypotheses. Results from quantitative data analysis were presented using figures and tables while qualitative data was analyzed based on common themes and presented in narrative form. The findings of the study established that organizational agility positively influenced university performance. Moreover, organizational readiness to change, agility enabler and responsiveness were found to be statistically significant except agility practice. Leadership style and institutional environment were found to fully mediate and moderate the relationship between organizational agility and university performance respectively. The management of public universities can use these findings to enhance utilization of the concept of organizational agility in their institutions in the face of uncertainty. Furthermore, these findings are expected to provide a framework for enhancing performance of public universities in the midst of adverse environmental circumstances.by forming appropriate policies and strategies.
Description
A thesis submitted to the school of business, economics and tourism in partial fulfilment of the requirements for the award of degree of Doctor of Philosophy in Business Administration (Strategic Management) of Kenyatta University, December 2024
Supervisors:
Dr. Patricia Kungu
Dr David Kiiru