Universally Integrated Marketing Communication (IMC) plays a pivotal role in providing adequate intrinsic information which impacts on overall performance of fast food restaurants. In this regard the study was designed to assess the moderating role of social factors on the effect of integrated marketing communications on the performance of fast food restaurants in Nairobi central business district. The study was guided by the following specific objectives; to examine the role of public relations, social media networks, sales promotion and advertising on the performance of fast food restaurants in Nairobi CBD. To determine the moderating role of social factors on the effect of intergraded marketing and communication on the performance of fast food restaurants in Nairobi CBD. The study adopted an explanatory research design. The target population was 144 key informants which included 48 managers and 96 heads of departments sampled from all the 48 fast food restaurants in Nairobi CBD. In this study census sampling technique was adopted to arrive at the sample size which is 144 key informants. Data was collected by use of structured and unstructured questionnaires from the key informants. Collected data analyzed by use of both inferential and descriptive statistics using SPSS version 20. Result of multiple regressions revealed that social factors moderates the relationship between integrated marketing communication and the performance of fast food restaurants with F=60.279 at P=.000. Jointly the four constructs namely public relations, social media networks, sales promotion and advertisement with a moderator jointly explained 73.6 % (R2 = 0.736) variation in performance of fast food restaurants. The β value for public relations (.233), social media networks (.232), sales promotion (.340), advertising (.295), were positive. Correlations between public relations, social media networks, sales promotion, and advertising r=.677** r= . 579** , r =.693**andr =.411**respectively. They were also positively and significantly related to performance of fast food restaurants where P lesstahn 0.01. All these together led to the rejection of the null hypothesis. This implies that the management of fast food restaurants should pay high premiums in strategically formulating and implementing IMCs which can effectively galvanize high performance of fast food restaurants.

This study was designed to asses’ organizational justice and employee engagement in the hospitality industry in North Rift region, Kenya. With a sample size of 234 respondents, an explanatory research design was used with a target population of 580 employees from star-rated hotels in the North Rift region. Questionnaires and interviews were used to gather information. SPSS version 25.0 was used to analyze the data using descriptive and inferential statistics. From the findings employee engagement and organizational justice have a strong significant relationship. Employee engagement was explained by organizational justice at 71.8%. The study's findings support the necessity to improve organizational justice in order to increase employee engagement. The findings of this study can assist the government (both national and county levels), as well as important stakeholders in the hotel industry, in identifying the need for developing organizational justice policies and practices to realize employee engagement.

This paper reviewed past literature with the aim of establishing the trends in published literature on dynamic capabilities, entrepreneurial orientation (EO) and business performance of Small and Medium Enterprise’s (SMEs). Based on this review the relationship between dynamic capabilities, entrepreneurial orientation and business performance of SMEs is hinged on Schumpeter theory of innovations, (Schumpeter, 1942) and dynamic capability theory by Teeceet al (1997). Scholars have a common view that the association between EO and business performance is too complex hence moderated by variables. Dynamic capabilities (DC) have a moderating role between predictors of competitive advantage and business performance. The literature reviewed therefore presents the empirical studies globally and locally on moderation of dynamic capabilities on EO and business performance of SMEs. From the review it has been established that there are inconsistent findings in terms of relationships between DCs, EO and performance of SMEs which is justified by the fact that DCs, EO dimensions vary independently and may not be equally valuable across performance metrics or different stages of development of SMEs, besides different situations impacts on the relationship between DCs, EO and business performance of SMEs. In addition there is a dearth of literature on the moderating effect of dynamic capabilities on the relationship between EO and business performance thus calling for further interrogation in the context of developing countries. In conclusion there are mixed results in the linkage between EO and business performance, however effective integration and implementation of EO and DC would help the organization secure competitive advantage in the face of dynamic business environment to foster high business performance.

Knowledge management is becoming indispensable in organizations since it is a powerful weapon for achieving competitive advantage. However, there is still a dearth of literature for employees and managers in organizations to link their investments in knowledge management and the value the organization gets in terms of employee engagement. This study was designed to assess knowledge management and employee engagement in the hospitality industry in the North Rift region of Kenya. An explanatory research design was adopted with a target population of 580 employees from star-rated hotels in the North Rift region out of which a sample size of 234 respondents was picked. Data was collected using questionnaires and interviews and analyzed using descriptive and inferential statistics using SPSS version 25.0 for quantitative data and thematic analysis of interview data. From findings, knowledge management explained a 50.4 percent variation in employee engagement. A coefficient of .728 indicated that a unit change in knowledge management leads to .728 units of positive change in employee engagement. Knowledge management significantly affects employee engagement thus the rejection of the null hypothesis. The hospitality business should invest in proper employee knowledge-sharing initiatives to enhance employee competence and motivation, resulting in high levels of engagement. The finding of this study can help major stakeholders in the hospitality industry to strengthen knowledge management for employee engagement.

Globally, the functional strategies remain a cornerstone for competitiveness and is viewed as a game plan management for positioning the organization in its chosen market arena for heightened performance. After years of policy mending through strategic framework and government interventions the sugar factories in Kenya are still under‐ performing with low productivity culminating to low competitiveness and massive indebtedness within the industry. Despite the adoption of functional strategies by the sugar industry there has been a continued weakening of the competitiveness and momentum of the industry.  It is in this regard that study was designed to assess the effect of functional strategies on competitiveness of sugar industries in western Kenya. The study focused on the effect of financial strategy and production strategy on the competitiveness of sugar industry in Western Kenya. In a bid to effectively achieve this, the study adopted a cross‐sectional study design based on samples drawn from across the sugar industry in western Kenya. The target population was 98 senior employees from sugar factories in western Kenya region or the former western province which include Mumias, Nzoia, West Kenya, Busia and Butali sugar factories which were studied by use of census inquiry using questionnaire for data collection. Data was analyzed by use of both inferential and descriptive statistics using SPSS version 25. From the study findings correlations among the functional strategies and competitiveness were significant. The variables jointly explained 54.6% (R2= 0.546) variation in competitiveness of sugar industry with a significant F change at ρ<.05. In conclusion functional strategies significantly influences the competitiveness of sugar industry.  The management of sugar industry should formulate and implement functional strategies to effectively enhance their competitiveness. The findings are of significance to various stakeholders in sugar industry for the sustainable development and body of knowledge on embracing functional strategies for competitiveness.