Strategic Innovation and Non-Financial Performance at Equity Bank, Nairobi City County, Kenya
| dc.contributor.author | Tharamba, Faith Kendi | |
| dc.contributor.author | Ragui, Mary | |
| dc.date.accessioned | 2026-01-22T10:00:50Z | |
| dc.date.available | 2026-01-22T10:00:50Z | |
| dc.date.issued | 2025-06 | |
| dc.description | Article | |
| dc.description.abstract | The motive of the research was to examine the impact of strategic innovation strategies on the non-financial performance at Equity Bank, Nairobi County, Kenya. A case study design was adopted. The 52 Equity Bank Branches in Nairobi County were included. A hybrid questionnaire for data collection was used. Additionally, SPSS facilitated interpretation of the information gathered and presentation of results done in statistical measures. Equity Bank Kenya's product innovation strategies, such as mobile loans and the Equity app, received strong positive feedback, with high agreement (mean 4.24–4.63) on improving customer accessibility, satisfaction, and employee performance. According to the F-test findings, there was a statistically insignificant connection between Equity Bank's non-financial performance and strategic innovation. The T-test results further confirmed that the product innovation strategy had an adverse and statistically insignificant connection with Equity Bank's non-financial performance. Market innovation strategy also had a negative and statistically insignificant connection with non-financial performance. Additionally, organizational innovation strategy had a positive and statistically insignificant association with non-financial performance. Nonetheless, there was a statistically significant and favorable connection between Equity Bank's non-financial performance and process innovation. The findings implied that adopting process innovation strategies such as online banking and automated customer service helped improve Equity Bank's performance. Therefore, Equity Bank should prioritize process innovation strategies over product, market, or organizational innovations to improve its non-financial performance. Policymakers should support the implementation of Internet banking and improve online banking to enhance transaction efficiency. According to the study results, banks should encourage self-service in online banking platforms since it leads to improved customer satisfaction. Moreover, automated customer services should be utilized in banks to ease the workload of employees since they improve performance | |
| dc.identifier.citation | Tharamba, F. K., & Ragui, M. (2025). Strategic innovation and non-financial performance at equity bank, Nairobi City County, Kenya. The Strategic Journal of Business & Change Management, 12 (3), 9–31. http://dx.doi.org/10.61426/sjbcm.v12i3.3305 | |
| dc.identifier.uri | http://dx.doi.org/10.61426/sjbcm.v12i3.3305 | |
| dc.identifier.uri | https://ir-library.ku.ac.ke/handle/123456789/32177 | |
| dc.language.iso | en | |
| dc.publisher | Strategic Journals | |
| dc.title | Strategic Innovation and Non-Financial Performance at Equity Bank, Nairobi City County, Kenya | |
| dc.type | Article |