Despite a growing body of literature on firm performance, explaining why firms in the same industry and markets differ in their performance remains a fundamental question within strategic management field. Researchers have attributed differences in firm performance to resources owned by a firm but the results remain fragmented and no consensus has yet emerged.Therefore, the debate is still open and this study sought to contribute to the debate and address extant gaps. This study investigated the influence of organizational resources on performance of insurance companies in Kenya. The study was based on a survey of 46 insurance companies in Kenya. The study reports that both tangible and intangible resources have a statistically significant influence on non-financial performance of insurance companies in Kenya. However, there were mixed findings as regards the individual influence of resources on various firm performance indicators. Intangible resources evidenced statistically not significant results individually but when combined, they had a statistically significant influence on non-financial performance.The reverse was true for tangible resources. Based on the findings, implications of the study and suggestions for further study are presented.

Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya.

The current business environment has become very dynamic and this comes with threats and opportunities. Some of the factors that pose challenge in this environment are new entrants, loss of competitive advantage or rapid change of technology. In Kenya, SME suffer the same fate despite the critical role they play in the country. Most of the youth business startups fail at their third year and very few enterprises have grown into large formal organizations. To survive under this dynamic environment, entrepreneurial networking becomes an important strategy that can be adopted by organizations. The objective of this study was thus trying to examine influence of entrepreneurial networking strategic renewal on performance of youth owned SMEs. The specific objectives were membership of social network, professional networks, business networks and social networks and their influence on SMEs performance. The research design adopted was descriptive cross-sectional survey. The study targeted youth owned agro-processing SMEs registered by Ministry of Trade and Industry from four County Governments namely, Nyeri, Kirinyanga, Murang’a and Nyandarua. The population that constituted sampling frame was 287 youth owned enterprises. Quantitative data was collected by use of structured questionnaire. The overall model study was R Square= 0.092, meaning that Entrepreneurial Networking Strategies explained 9.2% of the variation on SMEs performance. The study coefficients indicated that holding all other factors constant, changing Entrepreneurial Networking strategies by one unit would result to a 0.324 change in Performance of Youth Owned Agro-processing SMEs. The value of t is 6.095, which was >2 and p-value of 0.000 which implied that there was statistically significant influence of Entrepreneurial Networking Strategies on performance. The study concluded that entrepreneurship networking influences performance of the youth owned agro-processing SMEs in Kenya. This study recommends there is need for the SMEs to further establish networks outside their business cycle.

The current environment in Kenya's public Universities is a turbulent one and highly competitive. To ensure survival and sustainability, public Universities require to adopt and implement competitive strategies. Thus, the study sort to determine the moderating influence of sustainability strategies on the relationship between institutional management practices and performance of chattered public universities in Kenya. To achieve the objective, the study was based on a pragmatic philosophy and mixed research method with a target population of 31 chattered public Universities. Census approach was used with 234 respondents who were university top managers. Primary data was collected using a 5 point Likert type questionnaire. The instrument was validated by research experts and yielded a Cronbach's reliability between alpha of α= 78.7-80.6. Data was analysed using descriptive and inferential statistics. Primary data was collected using a 5 point Likert type questionnaire and an interview guide. Data was analyzed using descriptive and inferential statistics. The regression analysis revealed that institutional management alone accounts for 52% of the variation of performance of chattered public Universities (Adjusted R 2 =0.52). Sustainability strategies account for 39% (Adjusted R 2 =0.39). The interaction term (institutional management and sustainability strategies) accounted for 72 % of the variations in performance of chattered public

The research focused on the influence of government policies strategies on tourism performance in west pokot county in Kenya. The study was guided objectives-policy framework, provision of infrastructure, provision of amenities and conducive taxation strategy. The theory guiding this study is consumer choice theory. The study found out government policies should have a conducive taxation strategy to attract more investors in the tourism industry. The study  recommends that the government policies should be friendly.. Areas for further research include another study be done on challenges facing domestic tourism which was not part of the study.