IJMLS Volume 6 Issue 1

Permanent URI for this collectionhttps://repository.mua.ac.ke/handle/123456789/1201

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SUCCESSION PLANNING STRATEGY AND ORGANIZATIONAL PERFORMANCE IN STATE CORPORATIONS IN KENYA: A CASE STUDY OF KENYA PIPELINE COMPANY LIMITED
(management university of africa, 2025-11) Kapsir Jepkoech Noela; Mr. Jared Osoro
This study examined the effect of talent identification and development, as well as leadership training, on organizational performance. The target population consisted of 357 employees from the Nairobi Depot and Head Office, and a stratified random sample of 186 respondents was drawn from the Human Resources, Operations, Finance, Procurement, Legal, and Audit departments. Data were collected using a structured questionnaire comprising both qualitative and quantitative items designed on a 5-point Likert scale to capture perceptions, attitudes, and behaviors. The instrument was pilot tested with 10% of the sample to ensure reliability, assessed using Cronbach’s alpha (minimum threshold of 0.70), and validity through expert review. Data collection was conducted electronically via Google Forms, with strict adherence to ethical standards including informed consent, voluntary participation, confidentiality, and anonymity. Quantitative data were analyzed using SPSS Version 28 through descriptive statistics and multiple regression analysis to determine the strength and direction of relationships between the independent and dependent variables, while qualitative responses were analyzed thematically. The findings provided empirical evidence that succession planning strategies significantly enhance organizational performance. The correlation between talent development and organizational performance showed a moderate positive relationship, while the regression coefficient indicated that a unit increase in talent development led to a corresponding improvement in performance. Similarly, the correlation between leadership training and organizational performance revealed a strong positive relationship, and the regression results implied that a unit increase in leadership training resulted in a notable rise in performance. The study recommends that the organization strengthen its talent development initiatives through structured mentorship programs, leadership training, and regular talent reviews to promote leadership continuity, and further apply transparent career development and promotion policies to enhance employee motivation, ensure fairness, and sustain organizational effectiveness.
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.
THE INFLUENCE OF MANAGEMENT STRATEGIES AND ORGANIZATIONAL PERFORMANCE OF PUBLIC REFERRAL HOSPITALS IN KENYA: A CASE STUDY OF KENYATTA NATIONAL HOSPITAL
(management university of africa, 2025-11) Lucy Ongachi Osinde; Mr. Johnson Kianda
Public referral hospitals in Kenya face persistent performance challenges, including inefficient service delivery, resource constraints, and staff shortages that undermine their healthcare mandate. This study assessed the influence of management strategies, leadership style, strategic orientation, staff competencies, and technology integration, on the organizational performance of Kenyatta National Hospital (KNH). Using a descriptive research design, data were collected from a sample of 357 respondents and analyzed using descriptive, correlation, and regression techniques. The results revealed that all four management strategies positively influenced performance, with strategic orientation emerging as the strongest predictor, followed by staff competencies, technology integration, and leadership style. Collectively, the variables explained 53.8% of the variance in performance. The study concludes that a synergistic approach to strengthening these strategies is crucial for improving hospital efficiency and service quality. It recommends blended leadership styles, evidence-based strategic planning, capacity building, and digital transformation to enhance institutional performance.
MANAGEMENT DEVELOPMENT PROGRAMMES AND EMPLOYEE PERFORMANCE IN THE MINISTRY OF LABOUR AND SOCIAL PROTECTION IN KENYA
(management university of africa, 2025-11) *Sabastian Mugo; Mr. Brown Kitur
The purpose of this study was to investigate the influence of Management Development Programmers on employee performance in the Ministry of Labor and Social Protection in Kenya. The study was guided by four specific objectives: to determine the effect of team building, conflict management, coaching, and succession planning on employee performance within the Ministry. The research was significant to government agencies, policymakers, investors, and human resource practitioners as it provided insights into how management development initiatives enhance workforce efficiency, employee satisfaction, and institutional effectiveness. The study was anchored on Human Capital Theory, Transformational Leadership Theory, and Goal-Setting Theory. A descriptive research design was adopted, targeting a population of 200 employees drawn from the Ministry of Labor and Social Protection. Stratified random sampling was used to select 100 respondents. Data were collected using structured questionnaires, while a pilot study involving 10 participants from a similar government institution was conducted to test the reliability and validity of the instrument. Data were analyzed using the Statistical Package for the Social Sciences (SPSS Version 28). Descriptive statistics such as frequencies, means, and percentages were used, while inferential statistics including correlation and regression analysis were employed to establish relationships between variables. The findings were presented using tables, figures, and graphs, and ethical principles such as confidentiality, informed consent, and voluntary participation were strictly observed. The findings revealed that management development programmers had a significant positive influence on employee performance in the Ministry. Team building was found to enhance collaboration, communication, and morale, leading to higher levels of productivity and commitment. Effective conflict management practices contributed to improved teamwork, reduced workplace tension, and higher efficiency. Coaching enhanced employee confidence, decision-making ability, and job satisfaction, while succession planning ensured leadership continuity, employee motivation, and organizational stability. The study concluded that management development programmers are crucial for improving employee performance and achieving institutional goals. It recommended that the Ministry should invest consistently in structured team- International Journal of Management and Leadership Studies, 2026 Volume 6 Issue 1 644building initiatives, establish continuous conflict management training, strengthen coaching and mentorship programmers, and institutionalize succession planning to ensure leadership continuity and organizational resilience. The study further suggested that future research should examine the long-term effects of management development programmers across different government ministries and incorporate qualitative approaches to provide deeper insights into employee perceptions and behavioral changes.
STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE OF STATE CORPORATIONS IN KENYA. A CASE STUDY OF KENYA PLANT HEALTH INSPECTORATE SERVICE
(management university of africa, 2025-11) Benson Utali; Mr. Brown Kitur
The study explored the effect of strategic management practices and performance of state corporations in Kenya. The study was guided by the following specific objectives:to find out the effect of strategic goal setting on performance at KEPHIS, to determine the effect of resource allocation on performance at KEPHIS, to find out the effect of technology adoption on performance at KEPHIS, a n d to assess the effect of monitoring and evaluation on performance at KEPHIS. The study focused on the Kenya Plant Health Inspectorate Service (KEPHIS), a state corporation mandated to regulate the quality of agricultural inputs and produce in Kenya, and sought to address challenges in service delivery, operational efficiency, and financial stability through strategic management practices. The main objective of the study was to analyze the role of strategic management practices in improving organizational performance at KEPHIS,while the specific objectives were to assess the effect of strategic goal setting, resource allocation, technological adoption, and monitoring and evaluation frameworks on performance. The study was limited to KEPHIS employees, targeting a population of 160 and a sample size of 114 respondents. It adopted a descriptive research design and was anchored on the Resource-Based View (RBV) Theory, Technology Acceptance Model (TAM) Theory, and Balanced Scorecard (BSC) Theory. Data were collected through questionnaires and analyzed using descriptive statistics, with results presented in tables. The findings revealed that well-defined strategic goals, transparent resource allocation, effective technological integration, and strong monitoring and evaluation systems significantly enhanced organizational efficiency, accountability, and service delivery. The study recommends that state corporations strengthen strategic goalsetting processes, promote transparent resource utilization, invest in modern technology and employee capacity building, and establish robust monitoring and evaluation frameworks to foster accountability and continuous improvement. In addition, the study recommends that future research should explore the relationship between strategic management practices and organizational culture, as well as the role of leadership and innovation in enhancing performance within state corporations.
CLOUD SERVICES AND ORGANIZATIONAL PERFORMANCE OF PRIVATE UNIVERSITIES IN KENYA
(management university of africa, 2025-11) Benard Rutto; Dr. James Mwikya
Universities are key sources of knowledge and serve as important channels for disseminating information through teaching, training, research, and community engagement. To remain competitive and fulfill their mission and vision, universities need to adopt enabling technologies such as cloud computing. This study aimed to examine how cloud-computing services influence organizational performance, focusing on private universities, with a case study of the Management University of Africa (MUA). The specific objective in the research is to assess the effect of cloud services adoption, the influence of cost efficiency. The research utilized the Resource-Based View (RBV) theory. Descriptive statistics were used to explore the relationships among cloud service adoption and organizational performance, while inferential statistics were applied to draw conclusions and generalizations. The results revealed that both cloud service adoption and cost efficiency had a strong positive influence on performance, with correlation coefficients of 0.929 and 0.934, respectively. The overall model explained approximately 89% of the variation in performance, underscoring cloud computing and cost management as critical drivers of success. The study concludes that private universities can significantly enhance their performance by effectively leveraging cloud services and managing costs efficiently, while also optimizing the use of time, personnel, and other resources. Recommendations include improving system integration, involving more staff in budgeting processes, and using data-driven approaches for decision-making. Future research should expand the scope to include more universities and consider qualitative methods such as interviews or focus groups for deeper insights.
STRATEGIC MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE: EVIDENCE FROM JOMO KENYATTA INTERNATIONAL AIRPORT
(management university of africa, 2025-11) Pamela Munangwi; Dr. Nyaga Juster Gatumi
This paper explores how strategic management practices determine the performance of organizations at Jomo Kenyatta International Airport (JKIA), in particular, goal setting and resource management. JKIA, being a large regional aviation center, is in a challenging and competitive environment, where resource leveraging and strategic focus are critical to the success of its operations. The use of the goal-setting theory and the resource-based view underpinned the study with the descriptive research design and gathered quantitative information, including 91 employees operating in major aviation institutions in JKIA, namely the Kenya Airports Authority, Kenya Civil Aviation Authority, Kenya Airways, and the Kenya Bureau of Standards. The data were studied with the help of descriptive statistics, correlation, and regression methods. The outcome is that participatory goal setting is a significant approach in improving performance in an organization through the promotion of clarity, coordination, and motivation of the employees. Resource management was also established to be a good predictor of performance, especially by means of good allocation of financial, human, and technological resources. The two variables used together accounted for a significant percentage of performance variation at JKIA. The research suggests the institutionalization of participatory goal-setting frameworks, the reinforcement of resource optimization strategies, such as digital investment and staff capacity building. Future studies ought to take into consideration more of the moderating variables which include leadership style and innovation capability.
GOVERNANCE STRUCTURES AND ORGANIZATIONAL PERFORMANCE OF LISTED FIRMS IN NAIROBI SECURITIES EXCHANGE IN KENYA
(management university of africa, 2025-11) Musyoka Mbinya; Mr. Jared Osoro
The study investigated how governance structures influence the organizational performance of firms listed on the Nairobi Securities Exchange (NSE), focusing on board composition and audit committee composition within the theoretical lenses of Agency, Stakeholder, and Stewardship theories. Using a descriptive research design and primary data collected from 138 respondents drawn from a target population of 210 employees, the study applied multiple regression analysis in SPSS (version 28), with validity confirmed through content and face assessment and reliability verified using Cronbach’s alpha (≥0.70). Findings revealed that governance mechanisms significantly affect firm performance individually and collectively, with audit committee composition (β = 0.315) exerting the strongest impact, followed by board diversity (β = 0.193), highlighting the value of specialized oversight, diversity, and independent monitoring. The results reinforce the importance of accountability, transparency, and ESG principles as articulated in the guiding theories. Policy recommendations call for the Capital Markets Authority (CMA) and NSE to enhance governance guidelines through mandated gender and expertise diversity, stronger board independence, ESG disclosure requirements, and routine governance audits. Managerially, firms are encouraged to strengthen board capacity, implement succession planning, provide continuous training, establish specialized audit committees, and conduct annual board evaluations to ensure strategic alignment. The study further recommends future research on governance effects on non-financial performance, comparative studies within the East African region, and longitudinal designs to assess the long-term impact of governance reforms on firm sustainability and performance.
DIGITAL GREEN REVOLUTION THROUGH RESILIENT LEADERSHIP Bridging Inequalities in Ghana and Kenya with Empirical Evidence from Household Surveys, Policy Frameworks, and Climate (A Comparative analysis between Ghana and Kenya
(management university of africa, 2025-11) Sanjeet Kumar Pattnaik; Sayyed Mehboob Ur Rehman
This paper examines how digital technologies and green entrepreneurship enhance household resilience in Ghana and Kenya between 2018 and 2024. Drawing on 640 household surveys, 30 key informant interviews, and national datasets, the study shows that households adopting mobile money, renewable energy, and digital agriculture tools reported 12–17% higher crop yields and faster post-shock recovery. Urban households enjoy greater access, but rural households how the largest relative gains when adoption occurs. Crucially, the findings reveal that resilience is not only technological but also institutional: where cooperatives, village leaders, and local finance systems supported adoption, recovery was faster and more inclusive. The study links these outcomes to SDG 7 (Clean Energy), SDG 8 (Decent Work), and SDG 13 (Climate Action), but warns of persisting digital divides. Unlike earlier work that treats digital or green innovation in isolation, this study integrates them under a leadership-driven model of resilience. The results offer both a scholarly contribution—demonstrating how local leadership mediates technology impact—and a practical roadmap for policymakers and businesses seeking to close rural–urban gaps.
SUSTAINABLE SUPPLY CHAIN MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE OF PARASTATALS IN KENYA
(management university of africa, 2025-11) Sarah Chepchumba; Prof. Emmanuel Awour
This study explored how Sustainable Supply Chain Management (SSCM) practices influence organizational performance at the Communications Authority of Kenya (CA). The research adopted a cross-sectional census design involving 155 employees directly engaged in procurement and operational functions. Four key SSCM domains were examined—green procurement, waste management, resource efficiency, and ethical sourcing—while performance was assessed through indicators of cost efficiency, regulatory compliance, environmental sustainability, and employee engagement. The findings revealed that sustainability practices are increasingly integrated into CA’s operations, though their maturity varies. Green procurement and ethical sourcing emerged as the strongest performance drivers, demonstrating clear links to efficiency, transparency, and institutional credibility. In contrast, waste management and resource efficiency were less developed and contributed minimally to measurable outcomes, reflecting operational rather than strategic application. The regression model explained a meaningful share of performance variance (R² = 0.288; adjusted R² = 0.269; F, p < .001), confirming that SSCM practices collectively influence organizational results but require balanced implementation. The study concludes that while procurement reforms have already yielded tangible benefits, operational sustainability must be strengthened through improved monitoring, accountability, and capacity building. It recommends embedding sustainability criteria and life-cycle costing into procurement, enhancing supplier verification, and establishing departmental dashboards to track energy, water, and waste metrics. Overall, the research affirms that institutionalizing SSCM within Kenya’s public sector can advance both performance efficiency and the broader national sustainability agenda.