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Working capital management is a matter of concern in public universities in Kenya, with the main challenge being how to prudently manage assets in order to achieve financial self-sufficiency. Working capital management impacts the financial health of an organisation. Both public and private sector entities are prone to mismanagement of some kind, not only in Kenya but also regionally and globally. The PRISMA guidelines were adopted in the systematic review process, where 55 articles were narrowed down to the final 11 articles. From the reviewed papers, poor management of the components of working capital management was concluded to have caused financial distress. Other aspects, like funding and government policy, are other contributing factors. The reviewed literature on working capital management is the major one. The reviewed literature was anchored on several theories, which include financial distress theory, working capital management theory, free cash flow theory, cash conversion cycle theory, and Altman's Z score model. The study topics were tested using the initial inclusion criteria by analysing the key words used in the studies. The key words sought were working capital, working capital management, and financial distress. Most of the data used in the reviewed studies was secondary. The reviewed literature was for a period of ten years, ranging from 2013 to 2022, as published in journals and full papers. The data was organised by panel data technique, and financial ratios were computed using the three-statement model, which is basically an integrated financial statement model that comprises a balance sheet, income statement, and cash flow statement linked together. Content analysis has been used for the analysis. The results revealed that few studies have been conducted in public universities, while the majority were done in Kenya’s manufacturing sector. The studies reported mixed results on the relationship between financial distress and working capital management. The outcome becomes more confounded when more than two measures are used to conceptualise working capital management. Therefore, further studies ought to be conducted in public universities in Kenya by blending both secondary and primary data and also considering other research designs with the inclusion of a moderating variable such as government policies.

Product and Service Quality Capabilities and Market Performance of the Postal Corporation of Kenya in Western Region 1. Introduction Today, firms operate in highly dynamic environments characterized by constant technological changes and shifts in customer tastes and demands (Ng'ang'a, Namusonge, &Sakwa, 2016). These dynamics necessitate that managers to utilize their internal resources also known as organizational capabilities to fight for survival of the firm (Kamasak, 2017). Rehman, Mohamed &Ayoup (2019) define organizational capabilities as the firm's ability to manage its internal resources effectively, making strategic decisions and effectively implementing the strategic decision process to achieve the desired results. Organizational capabilities are a concept based on Resource-Based Theory that emerged to manage business sustainability and competitiveness (Nayeemunnisa & Gomathi, 2020).Kamasak (2017) advances those organizational capabilities capable of affecting performance include innovation capability, competence of employees' capability, managerial capability, strategic intent & technical capabilities, marketing capability, business processes capability, quality of service and social networks capability.Almutawa, Muenjohn& Zhang (2018) define service quality as an assessment or attitude towards the superiority of a service. As time progresses, service quality can be assessed by looking at the correspondence between expectations and perceptions towards the service performance received by customers, or the service performance provided by the company, judging by the direct assessment given by the customers. Service quality is an emerging competitive dimension in today's business world and identified as one of the strategies of success (Kotler and Keller, 2016). Service organizations, without regards for size, are increasingly seeking the unique ways of differentiating their offering and service quality is one such option in this regard. Many organizations, today, have responded to the strategic and financial impact of quality, treating it as a strategic weapon (Abuzaid, 2015). Product quality is the ability of a