3673 research outputs found
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Leading an African Renaissance Opportunities and Challenges
No full textA Book Chapter Co-authored by Dr. Jeremiah Ole Koshal, A Faculty member in the Chandaria School of Business at USIU-AThis book looks at the challenges and possibilities facing leadership in Africa today by providing a rich history of the continent, the complexities the continent has experienced, and the great hope and encouragement that remains. It explores what African leadership is and the possible effects it has on leaders, followers, and organizations across the continent. While some maintain that leadership of and within Africa presents too many challenges, this book argues that Africa is ripe with potential and on the verge of an African Renaissance. This book looks beyond socioeconomic factors to explore different perspectives of leadership such as holistic, transformational, and servant leadership, as well as values and ethics.
Taking a philosophical and pragmatic approach, this edited collection provides insight from African-born leadership scholars to deliver a first-hand account of the challenges the continent faces. Their unique experiences and immersion in the African world pave the way for a revival of leadership through a lens of history, tradition, economics, societal, and leadership perspectives
Assessment Of Factors Leading To Strategy Implementation Gaps In Kenyan Commercial Banks
No full textA Dissertation Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Doctor of Business Administration (DBA)The purpose of this study was to investigate the factors leading to strategy implementation gaps in Kenyan commercial banks. The specific objectives of the study were to find out how organizational policy framework leads to strategy implementation gaps, assess the relationship between environmental dynamism and strategy implementation gaps and establish how Performance Management leads to strategy implementation gaps. The study also sought to examine how Organizational Resources contribute to strategy implementation gaps, and to assess the role of Organizational Leadership in strategy implementation gaps. The study used agency theory, theory of multiple intelligences, resource based view, structural theory, theory of change and implementation theory to understand why the research problem under study exists. The study also adopted both positivism and interpretivism philosophies and descriptive, correlation and regression design was used to conduct the study. The descriptive statistic, correlation and regression designs were the best for this study because they focused on the relationship between organizational policy framework, environmental dynamism, performance management, organizational resources, Organizational Leadership and strategy implementation gaps in Kenyan commercial banks. The target population of the study was made up of 25,250 individuals working in the Kenyan banking industry. The study population was made up of management and support staff of Kenyan commercial banks. The study employed the use of questionnaires to obtain relevant data from respondents. The study used both purposive and random sampling techniques. The study focused on 250 top, middle and lower level employees from Kenyan commercial banks. The researcher contracted the use of research assistants to help in data collection by administering the questionnaires to the sampled population. The study managed a response rate of 86%. Data was analyzed using descriptive and inferential statistics. The descriptive statistics used include mean and standard deviation. The inferential statistics used in the study include Pearson correlation, analysis of variance (ANOVA), and coefficients. The research data was analyzed using Statistical Package for Social Sciences (SPSS) version 20 and Microsoft Excel programs. Tables were used in data presentation. The study found that organizational policy framework significantly affects strategy implementation with a mean range of 3.47 to 4.19, standard deviation range of 0.844 to 2.960, correlation analysis of (r = 0.535**, p< 0.01, N = 215) and a regression analysis that indicated that F (10,194) = 95.8, p< 0.000. The study also found that environmental dynamism significantly affects strategy implementation with a statistical mean range of 3.01 to 4.28, a standard deviation range of 0.799 to 1.137, correlation analysis of (r = 0.553**, p< 0.01, N = 215), and a regression analysis that indicated that F (10,187) = 14.2, p< 0.000. The study indicates that performance management had a mean range of 3.47 to 4.17, a standard deviation range of 0.793 to 0.979, correlational analysis of (r = 0.614**, p< 0.01, N = 215), and a regression analysis that indicated that F (9,191) = 5.2, p< 0.000. The study found that organizational resources significantly contribute to strategy implementation gaps with a statistical mean of 3.14 to 4.35, the standard deviation ranged of 0.769 to 3.657, correlational analysis of (r = 0.677**, p< 0.01, N = 215), and a regression analysis that indicated that F (10,190) = 5.6, p< 0.000. The study found that organizational leadership had a mean range of 3.95 to 4.47 and a standard deviation range of 0.700 to 2.829, correlational analysis of (r = 0.560**, p< 0.01, N = 215), and a regression analysis that indicated that F (10,197) = 5.6, p< 0.000. The study concludes that organizational policy framework, environmental dynamism, performance management, organizational resources, and organizational leadership statistically affect strategy implementation gaps. Based on the findings, the study recommends organizations especially Kenya commercial banks to carry out due diligence on the organizational policy framework and identify factors that hinder effective strategy implementation. The study also recommends the consideration of environmental dynamism in the strategy implementation process. To enhance employee skills and boost performance, the study recommends management to enhance employee coaching. The study recommends that organizations to effectively utilize employee skills, training, employee expertise, organization equipment and retained earnings in the strategy implementation process. To achieve an effective strategy implementation process, the study recommends that a leader should be committed, should communicate to all parties and should effectively coordinate all activities taking place in an organization
The Effect of Corporate Governance on the Organizational Performance of Dairy Co-Operatives in Kenya
No full textA Dissertation Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirements for the Degree of Doctorate in Business Administration (DBA)The purpose of this study was to investigate the effect of corporate governance on the organizational performance of dairy co-operatives in Kenya. The study assessed five research questions: How does comprehensive strategic decision-making affect the organizational performance of dairy co-operatives in Kenya? How does participative governance affect the organizational performance? How does human capital affect the organizational performance? How does long-term orientation affect the organizational performance? To what extent does market orientation moderate the effect of corporate governance on the organizational performance of dairy co-operatives in Kenya?
The study was guided by positivist research philosophy and descriptive correlational research design. The population of the study consisted of 198 executive directors/managers of active dairy co-operatives in eight counties in the Mt. Kenya region. A sample size of 184 was drawn using stratified random sampling, and data was collected using self-administered questionnaires. The data was then analyzed using descriptive statistics of frequency, distribution, mean, and standard deviation. Additionally, inferential data analysis methods of Pearson’s correlation, ANOVA, and multiple linear regression were used to test the hypotheses. Data was presented in tables and figures.
Regarding the effect of comprehensive strategic decision making on organizational performance, the results of the multiple regression analysis showed that revenue per customer explained 49.7% of the variance, (R2=.497, F(9,121)= 73.938, p <.05, while ROA explained 29.4%, and product innovation explained 41.2%. It was found that comprehensive strategic decision-making was not significant in predicting revenue per customer, ROA, or product innovation and the null hypothesis was accepted. In relation to the effect of participative governance on organizational performance, the results of the regression indicated that revenue per customer explained 50% of the variance, (R2 = .50, F(5, 125) = 20.10, p < .05), while ROA explained 26.9%, and product innovation explained 41.2%. It was found that participative governance was not significant in predicting revenue per customer, ROA, or product innovation and the null hypothesis was accepted. Human capital was found not significant in predicting revenue per customer and ROA but significantly predicted product innovation, = .94, t(141) = 2.01, p <.05. Product innovation also explained 41.2% of the variance, (R2 = 0.412, F(9, 120) = 9.35, p < .05. This result led to accepting the hypothesis that human capital significantly affected organizational performance.
The results of the regression indicated that long-term orientation significantly predicted revenue per customer, = 1.04, t(141) = 3.35, p <.05 and product innovation, = 1.56, t(141) = 1.43, p < .05. It was also found that revenue per customer explained 49.7% of the variance, (R2 = .497, F(5, 125) = 20.10, p < .05, while ROA explained 29.4 %, (R2 = .294, F(5, 123) = 9.06, p < .05. Product innovation explained 41.2% of the variance, (R2 = 0.412, F(9, 120) = 9.35, p < .05. In relation to the moderating variable, the regression results revealed that market orientation significantly predicted revenue per customer, = -2.85, t(141) = -2.24, p < .05; ROA, = 2.14, t(141) = 5.9, p < .05; and product innovation, =1.89, t(141) = 5.77, p < .05. It was also found that revenue per customer explained 49.7% of the variance, (R2 = .497, F(5, 125) = 20.10, p < .05, while ROA explained 29.4 %, and product innovation explained 41.2%. However, the results showed that market orientation did not significantly moderate the relationship between corporate governance and organizational performance.
This study concluded that keeping the respective roles of governance and management in the co-operatives distinct allowed the board to prioritize organizational ends and leaving the implementation to the management. This study recommends that a governance code should be developed for co-operatives based on the stewardship theory as it is better aligned to co-operative principles, which are predicated on democracy and inclusive participation. This study further recommends the inclusion of board members other than the CEO, as respondents for future research into the corporate governance of dairy co-operatives
