International Journal of Management & Leadership Studies IJMLS

Permanent URI for this communityhttp://197.211.31.166:4000/handle/123456789/2

Browse

Filters

2021 - 20259

Settings

Author: search.filters.author.Prof. Peter KithaeStart date: 2020

Search Results

Now showing 1 - 9 of 9
  • No Thumbnail Available
    Item
    DIGITAL TRANSFORMATION TOOLS AND STRATEGIC DECISION-MAKING IN SMALL AND MEDIUM BUSINESS START-UPS IN KISUMU SUB-COUNTY, KENYA
    (management university of africa, 2025-11) Lynn Akinyi Okello; Prof. Peter Kithae
    Digital transformation has become a critical driver of competitiveness for small and medium-sized enterprises (SMEs), yet its strategic application in resource-constrained contexts remains underexplored. This study examined the effect of mobile money transfer and cloud computing on strategic decision-making among small and medium business start-ups (SMBSUs) in Kisumu County, Kenya. A sequential explanatory mixed methods design was adopted, combining a quantitative survey of 199 founders and senior managers across sectors such as retail, agribusiness, services, and manufacturing with qualitative interviews involving 12–15 purposively selected respondents. Quantitative data were analyzed using descriptive statistics, chi-square tests, correlation, and multiple regression in SPSS, while qualitative data were subjected to thematic analysis using NVivo. Findings revealed that mobile money was the most widely adopted tool though it primarily served operational purposes with negligible strategic impact. Conversely, cloud computing showed limited strategic contribution due to infrastructural and skill-related barriers. The study highlights the uneven integration of digital tools into strategic processes and identifies leadership capacity, infrastructure, and cost as key determinants of adoption. These insights inform policy and practice by emphasizing the need for targeted interventions to strengthen digital literacy, improve access to affordable technologies, and foster inclusive digital ecosystems in devolved regions.
  • No Thumbnail Available
    Item
    RISK MANAGEMENT PRACTICES AND FINANCIAL PERFORMANCE OF SELECTED ISLAMIC BANKS IN KENYA
    (management university of africa, 2025-11) Hafsa Mohammed Jamaa; Prof. Peter Kithae
    This study investigates the effect of risk management practices on the financial performance of Islamic banks in Kenya, with a focus on credit, operational, liquidity, and compliance risk management. A descriptive research design was employed to collect data from Gulf African Bank, Dubai Islamic Bank, and Premier Bank. Using both primary and secondary data analyzed through descriptive and inferential statistics, the study found that all four risk dimensions positively and significantly influence financial performance. Credit and liquidity risk management had the strongest impact. The study concludes that an integrated and Shariah-compliant risk management framework enhances profitability and stability in Islamic banks. It recommends that policymakers and practitioners strengthen credit evaluation, liquidity planning, and compliance governance to promote sustainable Islamic banking growth in Kenya.
  • No Thumbnail Available
    Item
    MICROENTERPRISE INTERVENTIONS AND PERFORMANCE OF LOW INCOME HOUSEHOLDS IN KENYA: A CASE OF SMALL ENTERPRISE OWNERS IN KIAMBU COUNTY
    (management university of africa, 2025-11) *Bridget Wavinya Mutiso; Prof. Peter Kithae
    This study explored the effect of microenterprise interventions on performance of low-income households in Kiambu County, Kenya who received entrepreneurship training from various microfinances (MFIs) in the year 2024. A descriptive research design was adopted, targeting 152 microenterprise operators, of whom 111 successfully participated. Data were analyzed using SPSS through both descriptive and inferential statistics. The regression results revealed that business skills training had a statistically significant positive effect on household performance (R = 0.578; R² = 0.334; Adjusted R² = 0.336; F (1,109) = 52.289, p < 0.001; β = 0.421, t = 2.492, p < 0.001). These findings indicated that business skills training accounted for approximately 33.4% of the variation in household performance. Respondents who had received business skills training reported improved record keeping, business planning, customer relations, and profitability. The study concluded that capacity-building initiatives focusing on business skills development significantly enhanced microenterprise sustainability and household welfare. The study thus recommended for integration of entrepreneurial training with mentorship and access to finance to strengthen the resilience and performance of low-income households in Kenya.
  • No Thumbnail Available
    Item
    VALUE-ADDED PROGRAMMES AND PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES IN KENYA: A CASE OF INCUBATED SMALL AND MEDIUM ENTERPRISES IN KISUMU CITY
    (management university of africa, 2025-11) Daniel Lemayian Kitiyia; Prof. Peter Kithae
    This study investigated the effect of value-added programmed on performance of SMEs within Kisumu City’s business incubation programmer. It specifically examined the effect of innovation, and capacity building on SME performance. The study was anchored in the Social Exchange Theory and the Dynamic Capabilities Theory, which provided a strong theoretical foundation for understanding the mechanisms through which incubation support enterprise growth. A descriptive research design was employed, targeting 2,800 SME owners participating in the incubation programmer and 44 field officers from enterprise support organizations (making a total of 2,844 target population). Using the Miller and Brewer (2021) formula, a sample of 323 respondents was selected through probability and random sampling methods. Data were collected using structured questionnaires and analyzed with SPSS (version 26) and Microsoft Excel. Descriptive statistics (percentages, means, and standard deviations) and inferential techniques (regression, ANOVA, and Pearson’s correlation) were applied. Findings revealed that innovation significantly enhanced value addition and SME performance, while capacity-building provided essential skills for growth. The model explained 55.5% (R² = 0.555) of the variance in performance, and the ANOVA test confirmed the model’s validity (F = 65.634; p < 0.05). The study concluded that value addition through incubation programmed plays a vital role in improving SME performance. It recommended that managers, policymakers, and stakeholders strengthen innovation, and capacity building to enhance SME growth and sustainability.
  • No Thumbnail Available
    Item
    MICROENTERPRISE INTERVENTIONS AND PERFORMANCE OF LOW INCOME HOUSEHOLDS IN KENYA: A CASE OF SMALL ENTERPRISE OWNERS IN KIAMBU COUNTY
    (management university of africa, 2025-11) Bridget Wavinya Mutiso; Prof. Peter Kithae
    This study explored the effect of microenterprise interventions on performance of low-income households in Kiambu County, Kenya who received entrepreneurship training from various microfinances (MFIs) in the year 2024. A descriptive research design was adopted, targeting 152 microenterprise operators, of whom 111 successfully participated. Data were analyzed using SPSS through both descriptive and inferential statistics. The regression results revealed that business skills training had a statistically significant positive effect on household performance (R = 0.578; R² = 0.334; Adjusted R² = 0.336; F (1,109) = 52.289, p < 0.001; β = 0.421, t = 2.492, p < 0.001). These findings indicated that business skills training accounted for approximately 33.4% of the variation in household performance. Respondents who had received business skills training reported improved record keeping, business planning, customer relation, and profitability. The study concluded that capacity-building initiatives focusing on business skills development significantly enhanced microenterprise sustainability and household welfare. The study thus recommended for integration of entrepreneurial training with mentorship and access to finance to strengthen the resilience and performance of low-income households in Kenya.
  • No Thumbnail Available
    Item
    DATA-DRIVEN LEADERSHIP AND STRATEGIC DECISION MAKING IN PUBLIC SECTOR IN KENYA. A CASE OF THE MINISTRY OF COOPERATIVE AND MICRO, SMALL AND MEDIUM ENTERPRISES DEVELOPMENT
    (management university of africa, 2025-11) Rose Kiptoo; Prof. Peter Kithae
    The Ministry of Cooperative and MSME Development holds a key position in promoting the expansion of small and medium-sized enterprises (SMEs), which are vital to economic growth and job creation. To improve service delivery and support strategic planning, the Ministry has begun incorporating data driven leadership into its operations. However, the impact of this data driven leadership on strategic decision-making has not been thoroughly examined. Despite the government's ongoing push to digitize public services, significant obstacles remain in fully integrating data driven leadership into the Ministry’s strategic planning and decision-making activities. This study aimed to assess the relationship between Data-Driven Leadership and strategic decision making in public sector in Kenya within the Ministry of Cooperatives and MSMEs Development. The study was guided by transformational leadership theory. A descriptive research design guided the study. The target population comprised 300 officials from the Ministry of Cooperative and MSME Development, from which a sample of 120 respondents was selected. Primary data were collected using both structured and semi-structured questionnaires. quantitative data were analyzed using both descriptive and inferential statistical methods. Multiple regression analysis was employed to evaluate the relationship between the independent and dependent variables. The findings indicated that Data-Driven Leadership (β = 0.615, p < 0.05) significantly impact the effectiveness of decision-making. The study concludes that Data-Driven Leadership significantly enhances strategic decision-making by fostering evidence-based insights, efficiency, and organizational adaptability.
  • No Thumbnail Available
    Item
  • No Thumbnail Available
    Item
  • No Thumbnail Available
    Item