Strategic Positioning and is It a Useful Construct in Improving Performance of Microfinance Institutions in Kenya

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dc.contributor.authorKapukha, Jackline Nekesa
dc.contributor.authorMuathe, Stephen Makau
dc.date.accessioned2023-11-20T12:59:57Z
dc.date.available2023-11-20T12:59:57Z
dc.date.issued2023-10
dc.descriptionArticleen_US
dc.description.abstractThis paper aims to examine the effect of strategic leadership, resource allocation, information technology, customer focus, and differentiation on the performance of microfinance institutions in Nairobi City County. The study was founded on a resource-based view, dynamic capability and lifecycle theories. A target of 300 employees was targeted from which a sample of 172 research participants was recruited. The sample was selected through a combination of both stratified and sampling techniques. Questionnaires were used for primary data collection. Analysis used both descriptive and multiple regression analyses. The findings of the study indicated the urgency for microfinance organizations to adopt growth strategies that encompass innovative digital advancements, the introduction of novel products, innovation-focused strategies, and the digitization of services. The findings further highlighted the pivotal roles played by strategic positioning, strategic leadership, information technology integration, and differentiation in significantly shaping microfinance institutions’ performance. The findings also indicated that a unit enhancement of strategic positioning indicator had a significant enhancement on their individual performance. However, the effect of customer focus and resource allocation did not exhibit the same level of significance. The study recommended the reinforcement of strategic positioning, optimized resource allocation, embracing technological integration, and an unwavering focus on customer needs. The study recommended the exploration of diverse leadership styles, resource allocation strategies, and the undertaking of comparative analyses to draw insights into the effects of these factors on microfinance institutions.en_US
dc.identifier.citationKapukha, J., & Makau, M. S. (2023). Strategic positioning and is it a useful construct in improving performance of microfinance institutions in Kenya. International Journal of Research in Business and Social Science (2147- 4478), 12(7), 136–152. https://doi.org/10.20525/ijrbs.v12i7.2909en_US
dc.identifier.urihttps://doi.org/10.20525/ijrbs.v12i7.2909
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/27157
dc.language.isoenen_US
dc.publisherIJRBSen_US
dc.subjectStrategic Positioningen_US
dc.subjectStrategic leadershipen_US
dc.subjectResource allocationen_US
dc.subjectStrategic leadershipen_US
dc.subjectCustomer Focusen_US
dc.titleStrategic Positioning and is It a Useful Construct in Improving Performance of Microfinance Institutions in Kenyaen_US
dc.typeArticleen_US
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