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CORPORATE CULTURE, INNOVATION PRACTICE, REGULATORY FRAMEWORK AND PERFORMANCE OF COMMERCIAL STATE CORPORATIONS IN KENYA
(2025-10) Cheruiyot, Eddah Chepkurui
In Kenya, “commercial state corporations play a pivotal role in the country’s socio-economic development, with the government leveraging them to transform Kenya into a newly industrializing, middle-income country providing a high quality of life to all its citizens by 2030
in a clean and secure environment.” Even before the COVID-19 pandemic, these corporations were experiencing declining overall performance, evident in lower profitability indicators such as return on equity, return on assets, and net profit margins. This study aimed to examine, “the
effects of corporate culture, innovation practice, and regulatory framework on the performance of commercial state corporations in Kenya.” “The research was guided by four specific objectives: to assess the relationship between corporate culture and performance; to investigate
the mediating role of innovation practice in the relationship between corporate culture and performance; to evaluate the moderating effect of the regulatory framework on the relationship between corporate culture and performance; and to determine the moderated mediation effect of
regulatory framework and innovation practice on the relationship between corporate culture and performance.” The study was grounded in the Denison cultural model and supported by three theoretical frameworks; Diffusion of Innovation Theory, the New Public Management theory
and Shareholders Theory. The study adopted positivism research philosophy. The target population for this study were all thirty two (32) commercial state corporations in Kenya as of 30th June 2023 (State Corporations Advisory Committee, 2023) which was the latest data
published state corporations advisory committee then. The study adopted a census to meets its objectives. The unit of observation in this study was one hundred and ninety two (192) respondents where primary data was sourced through a questionnaire from six respondents who
are top managers at the Kenya commercial state corporations. Quantitative data was analyzed using descriptive and inferential statistics which included correlation and multiple regressions. The study revealed that corporate culture significantly influenced the performance of commercial
state corporations in Kenya, accounting for 45% of the variation in performance outcomes (Rsquared = 0.450). Additionally, the combined effect of corporate culture and innovation practices was found to explain 65.2% of the variance in performance (R = 0.807, R-squared = 0.652).
Innovation practices were identified as a partial mediator in the relationship between corporate culture and performance, as evidenced by a reduction in the coefficient from ß = 0.699 to ß = 0.298 when innovation practices were introduced. Furthermore, the regulatory framework was
shown to moderate this relationship, with an R-squared change of 0.020 and a significant Fchange statistic (10.897, p = 0.001), enhancing the impact of corporate culture on performance. The study also confirmed a significant moderated mediation effect, where both the regulatory framework and innovation practices jointly influenced the relationship between corporate culture and organizational performance. The study recommends that commercial state corporations in Kenya incorporate corporate culture development into their strategic planning and performance management processes, emphasizing shared values, employee engagement, and alignment with organizational goals. Leveraging technology is also advised to help align corporate culture with regulatory requirements, promoting innovation, accountability, and enhanced performance. Additionally, policymakers are urged to design regulatory frameworks that balance oversight with flexibility, fostering innovation while maintaining accountability by reducing unnecessary bureaucratic constraints.
STRATEGIC LEADERSHIP, DIGITAL TRANSFORMATION, GOVERNMENT REGULATIONS AND INSURANCE PENETRATION BY LICENSED INSURANCE COMPANIES IN KENYA
(2025-10) ABDI, ABDULLAHI MOHAMED
The insurance system is essential for economic stability and growth by offering financial
protection, yet Kenya's low insurance penetration rate of 2.3% as of FY 2022 poses significant
challenges for individuals, businesses, and the broader economy. The main objective of this study
was to, “examine the effects of strategic leadership, digital transformation, and government
regulations on insurance penetration, specifically focusing on the relationships between these
factors and their moderated and mediated interactions.” The study will be guided by four theories:
Strategic Leadership Theory, Resource-Based Theory, New Public Management (NPM), and
Diffusion of Innovations (DOI), with a primary focus on Strategic Leadership Theory. Utilizing a
positivist research philosophy and a cross-sectional survey design, the research will target 58
licensed insurance companies in Kenya, employing a census sampling method to survey 275
participants, and will analyse data through descriptive and inferential statistics following a pilot
study to refine the questionnaire. The analysis indicates that approximately 40.8% of the variance
in insurance penetration is attributed to strategic leadership, highlighting its moderate explanatory
power while suggesting that other factors also influence penetration. Additionally, the combined
effect of strategic leadership and digital transformation accounts for approximately 43.2% of the
variance, and digital transformation significantly mediates the relationship between strategic
leadership and insurance penetration in Kenya. Change statistics confirmed that, “government
regulations significantly moderate the relationship between strategic leadership and insurance
penetration (R² change = 0.531, p<0.001), and the significant moderated mediation index (0.020,
CI [0.010, 0.090]) indicating that regulations also influence the indirect effect of strategic
leadership on insurance penetration via digital transformation.” Practitioners in the Kenyan
insurance sector should prioritize the continuous development of their organizational missions and
visions as part of their strategic leadership initiatives, while also investing in comprehensive
leadership development programs to cultivate effective leadership skills. Additionally,
organizations must address concerns related to data privacy and cybersecurity to enhance the use
of digital tools, adopt innovative technologies for digital transformation, and policymakers should
focus on creating an inclusive consultation process and improving the clarity of regulations
regarding digital insurance products and services.
TENDERING PROCESS, CORPORATE GOVERNANCE PRACTICES, STAKEHOLDERS ENGAGEMENT, AND PERFORMANCE OF COUNTY GOVERNMENT WATER PROJECTS IN SEKEB REGION, KENYA
(2025-10) Maluki, Fredrick KIlonzi
Access to reliable water infrastructure remains a significant challenge in Kenya, particularly
within devolved county governments, where performance inconsistencies hinder project
success. Despite established bidding processes and regulatory frameworks in Kitui, Makueni,
and Machakos counties, the performance of water projects has remained suboptimal due to
factors such as inadequate stakeholder participation, opaque procurement methods, and weak
governance structures. This study examined the effects of stakeholder engagement, corporate
governance practices, and the tendering process on the performance of water projects in the
South Eastern Kenya Economic Bloc (SEKEB). The research investigated the direct impact of
the tendering process, the moderating role of stakeholder involvement, and the mediating
influence of corporate governance on project outcomes. The study used Tendering Theory,
Agency Theory, and Stakeholder Theory as its theoretical framework. A mixed-methods
approach was employed, with data collected from 764 stakeholders involved in water project
development through a cross-sectional survey. Stratified random sampling yielded a sample of
263 respondents, with 213 completed responses. Quantitative data were analyzed using
descriptive statistics, Pearson correlations, and regression models, while qualitative data were
analyzed using thematic analysis. The findings revealed a statistically significant positive
impact of the tendering process on project performance (β = 0.487, p < 0.001). Corporate
governance practices were found to partially mediate this relationship (indirect effect β =
0.211), while stakeholder engagement significantly moderated the effect (interaction β = 0.172,
p = 0.018). The moderated mediation model confirmed that the relationship between tendering
and performance, through corporate governance, was significantly influenced by stakeholder
engagement; moderated mediation index = 0.069, 95% CI [0.018, 0.124]. In conclusion,
transparent and efficient tendering processes, supported by strong governance structures and
active stakeholder engagement, can greatly enhance water project performance. The study
recommends institutionalizing participatory tendering audits, implementing regular capacity building for procurement officers, and integrating stakeholder consultation throughout the
project lifecycle to improve governance and sustainability in Kenya’s devolved water service
delivery system.
INNOVATIVE LEADERSHIP, ORGANISATIONAL CULTURE, REGULATORY FRAMEWORK AND PERFORMANCE OF PENTECOSTAL CHURCHES IN KENYA
(2025-09) Ndungo, Thomas Ndetto
The centrality of the Church in influencing society cannot be overemphasised. In spite of the
crucial role the church plays in positively influencing the Kenyan society, Kenyan Pentecostal
churches face performance challenges. Church projects have stalled due to ineffectiveness,
inefficient resource use and inadequate economic empowerment. For instance, full Gospel
Churches of Kenya do not provide sufficient cash for church activities. Inefficiency of most
Kenyan Pentecostal churches has further been associated with slow membership growth. In order
to increase performance, church managers constantly strive to improve their leadership styles,
whilst assuming that their followers accept them. The current study examined the relationships
between innovative leadership, organisational culture, regulatory framework, and performance of
Pentecostal churches in Kenya. Specifically, the study sought to determine the relationship
between innovative leadership and performance of Pentecostal, the mediating effect of
organisational culture, the moderating effect of regulatory framework, and the moderationmediator effect on relationship between innovative leadership and performance of Pentecostal
churches in Kenya. The underpinning theories were; Path-Goal Theory, Balanced Score Card
Framework, Schein’s Theory of Organisational Culture and Institutional theory. This study
adopted positivism philosophy and a cross-sectional survey design. The target population
comprised 4,279 Pentecostal churches in Kenya and a sample size of 331 Pentecostal churches.
The study used structured questionnaires to collect primary data. The quantitative approach
included descriptive and inferential analysis, with SPSS version 28 adopted as the tool for analysis.
Study findings revealed a significant positive relationship between innovative leadership and the
performance of Pentecostal churches in Kenya. Organisational culture was found to partially
mediate this relationship, while the regulatory framework significantly moderated the relationship
between innovative leadership and performance. The significant positive interaction term between
organisational culture and regulatory framework (B = 0.196, p = 0.048) confirmed a moderated
mediation effect on innovative leadership and performance of Pentecostal churches in Kenya. The
study recommends that religious governing bodies develop policies promoting innovative
leadership practices and supportive organisational cultures. It recommends that church leaders
actively implement innovative leadership approaches and engage proactively with regulatory
requirements while refining regulatory frameworks to balance oversight with flexibility for
innovation. Future research should explore other leadership styles in various religious contexts,
investigate specific cultural dimensions, and examine the long-term effects of innovative
leadership on church sustainability and community impact.
PRODUCE ANNUAL CROPS
(Management University of Africa, 2026-06) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
PRODUCE ANNUAL CROPS
(Management University of Africa, 2026-07) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
PRODUCE HORTICULTURE CROPS
(Management University of Africa, 2026-07) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
INSTALL PVC SHEATHED CABLE SYSTEM
(Management University of Africa, 2026-06) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
INSTALL PVC SHEATHED CABLE SYSTEM
(Management University of Africa, 2026-07) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
INSTALL STAND-ALONE SOLAR PV SYSTEMS
(Management University of Africa, 2026-06) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
WIND ELECTRICAL MACHINE
(Management University of Africa, 2026-06) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
INSTALL TRUNKING SYSTEM
(Management University of Africa, 2026-07) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
PERFORM BELL AND ALARM INSTALLATION
(Management University of Africa, 2026-06) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
WIND ELECTRICAL MACHINE
(Management University of Africa, 2026-07) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)
OPERATE FARM MACHINERY
(Management University of Africa, 2026-06) TVET CURRICULUM DEVELOPMENT, ASSESSMENT AND CERTIFICATION COUNCIL (TVET CDACC)