Strategic Partnerships and Sustainable Growth of Equity Bank in Kenya
| dc.contributor.author | Muthee, Kennedy Macharia | |
| dc.contributor.author | Gakobo, Joyce | |
| dc.date.accessioned | 2025-10-03T11:25:49Z | |
| dc.date.available | 2025-10-03T11:25:49Z | |
| dc.date.issued | 2025-04 | |
| dc.description | Article | |
| dc.description.abstract | Equity Bank Kenya experienced significant growth over the past three decades, evolving from a building society into one of East Africa’s leading commercial banks. However, between 2021 and 2024, the bank encountered challenges in sustaining this growth, despite the implementation of various strategic initiatives. These challenges included difficulties in attracting technological talent, inconsistent environmental performance, and heightened regulatory scrutiny. While these issues were acknowledged, the extent to which strategic partnerships addressed them and fostered sustainable growth remained underexplored. This study therefore examinedthe influence of strategic partnerships on the sustainable growth of Equity Bank Kenya.The research was guided by the Sustainable Development Theory, Resource-Dependency Theory, and Dynamic Capability Theory. A descriptive survey design was adopted. Froma target population of 600 employees, a stratified sampling technique was used to select a sample of 158 employees, comprising branch managers, human resource managers, finance officers, and heads of operations from Equity Bank branches within Nairobi’s Central Business District (CBD), including the headquarters. Data were collected using structured questionnaires. Validity of the instruments was ensured through expert review and pilot testing, while reliability was confirmed using Cronbach’s alpha. Data analysis involved both descriptive and inferential statistics, with correlation and regression analyses employed to examine relationships among variables. An acceptable significance level of p < 0.05 was used to determine statistical relevance. The findingsindicated that B2B partnerships, public-private partnerships, collaborations with international development agencies, and partnerships with NGOs each had a significantly positive influence on the sustainable growth of Equity Bank. The study concluded thatstrategic partnerships enabled the bank to leverage external expertise, resources, and innovation enhancing its financial inclusion initiatives, technological advancements, and operational efficiencies. The study recommended that Equity Bank pursue joint ventures with local businesses to co-develop products tailored to the Kenyan market, define shared goals with public sector partners to promote sustainable development, and collaborate with development agencies and NGOs to support community empowerment, environmental sustainability, and inclusive finance | |
| dc.identifier.citation | Muthee,K.,&Gakobo,J.,(2025).Strategic partnerships and sustainable growth of Equity Bank in Kenya. InternationalJournal of Business Management, Entrepreneurship and Innovation,7(2), 1-18. | |
| dc.identifier.other | https://doi.org/10.35942/qzfps538 | |
| dc.identifier.uri | https://ir-library.ku.ac.ke/handle/123456789/31514 | |
| dc.language.iso | en | |
| dc.publisher | International Journal of Business Management, Entrepreneurship and Innovation, | |
| dc.title | Strategic Partnerships and Sustainable Growth of Equity Bank in Kenya | |
| dc.type | Article |