Effect of Products and Services Alliances on the Performance of Microfinance Institutions in Rwanda

Charles, N.; Kule, Julius Warren; Kapaya, Saganga

doi:10.24940/theijbm/2020/v8/i8/bm2008-049

Cited by 3 publications

(4 citation statements)

References 8 publications

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“…Technology alliances were also determined to have a weak positive and significant effect on banks' profitability (r = .232, Sig = .031<.05). Charles and Gapaya (2018) found out that technology alliance is significantly correlated to performance of microfinance banks.…”

Section: Methodsmentioning

confidence: 99%

Strategic Alliances and the Financial Performance of Commercial Banks in Nairobi City County, Kenya

Mwamuye

Ragui

2021

JBSM

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Purpose: In the Kenyan banking industry, the banks have adopted several strategies aimed at improving their competitive position in a highly competitive market. In reference to the aforementioned the general objective, this study specifically sought to examine how strategic alliances impact financial returns among Nairobi-based commercial banks. The current study specifically examined how brand marketing alliances, agency alliances, innovation alliances and technology alliances affect bank performance. Methodology: This study was based on Transactional Cost, Control Power and Resource Based View theories. The study utilized descriptive research design, that targeted all 39 fully operational commercial banks in Nairobi. The unit of observation was the operations/ relationship manager and the finance manager across each commercial bank. The sample population consisted of 78 respondents. Census sampling was adopted to enhance representation of the respondents. Primary and secondary sources of data provided data which was then be analyzed in SPSS 23 using both descriptive and inferential statistics. The study employed means, standard deviation, correlation and regression methods of analysis, with results being presented using figures, tables and other infographics. Results: An 85% response rate was received. The correlation results showed a positive and significant effect of brand marketing, agency, innovation and technological alliances on banks’ profitability. The regression findings revealed that jointly brand marketing, agency, innovation and technological alliances predict 38.3% of shifts in profits generated by the banks. The study concluded that brand marketing alliances, agency alliances and technology alliances had a significant effect on profitability, while innovation alliances had an insignificant effect. Unique contribution to theory, practice and policy: The study recommends that banks should constantly review their agency banking to ensure they are aligned to their financial goals. Lastly, commercial banks should strive to spur their research and development which can help drive their technological innovations.

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Section: Methodsmentioning

confidence: 99%

Strategic Alliances and the Financial Performance of Commercial Banks in Nairobi City County, Kenya

Mwamuye

Ragui

2021

JBSM

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…Strategic alliance contributes positively to firm performance (Charles et al, 2020; Emami et al, 2022; Yu et al, 2019). Strategic alliances improve MFIs resource base, product innovation, service delivery, and financial performance (Charles et al, 2020). Strategic alliances significantly and positively impact partner's performance in terms of financial, operational and organizational effectiveness of small telecom operators (Ryu et al, 2019).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Strategic alliances and social performance of microfinance institutions in Indonesia

Kore,

Rokhim,

Rahmawati

et al. 2024

Strategic Change

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The objective of this study is to understand how strategic alliances and dynamic capabilities influence the performance of microfinance institutions (MFIs) in Indonesia. The research was conducted on a sample of 235 CEOs/top leaders of MFIs spread across all provinces in Indonesia. Data collection used survey questionnaires. Data testing used SPSS version 25, and structural modeling used Amos version 25. The findings show that strategic alliances significantly influence dynamic capabilities and dynamic capabilities significantly influence social performance. Social performance has a significant effect on financial performance. MFIs are important in establishing strategic alliance and strengthening their dynamic capabilities to improve social performance (depth and breadth of reach) and affect financial performance. Social performance includes the depth of the reach to contribute to improving the quality of life of people experiencing poverty around the MFI's operations and the social responsibility of MFIs to the community through scholarships, free medical assistance, basic food assistance, and building/renovating houses of worship and others.

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“…It is influenced by a number of factors such as teacher qualifications and experiences, availability and use of public secondary schools facilities such as laboratories and libraries, dedication of student, parental involvement in public secondary schools activities, public secondary schools location and socio-economic status of among others (Ndahiro, 2015). The support and availability of the parents, their financial situation and standard of living influence academic performance.…”

Section: Performancementioning

confidence: 99%

Effect of Strategic Change Management Practices on Performance of Public Secondary Schools: A Survey of Public Secondary Schools in Kisii County

MAIRURA,

ATAMBO (Ph.D)

2019

strategicjournals.com

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Strategic change management practices have been applied by many institutions while others rarely attempt to apply while some not applying at all. This results to discrepancies in the performances of institutions. This study focused on the effects of strategic change management practices on the performance of Public Secondary schools in Kisii County. The specific objectives were; to establish the effects of stakeholder's management on Public Secondary schools performance in Kisii County to determine the effect of strategic planning on performance of Public Secondary schools in Kisii County, and to assess the effect of strategic leadership on performance of Public Secondary schools in Kisii County. The target population consisted of 274 Public Secondary schools principals in Kisii County. The data was analysed by use of statistical package of social science version 21.The study concluded that strategic planning had a positive significant effect on performance of secondary public secondary school. However there is a positive correlation between strategic leadership and public secondary schools performance. This implied that change in strategic change management practices results to relatively positive performance public secondary schools in Kisii County. Thus, there is significant relationship between strategic change management and public secondary schools performance. The study recommended that strategic leadership in public secondary school should be improved through strategic change management practices. Thus, the study suggested for another study to be conducted on the effect of strategic plans on performance of other private institutions.

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Effect of Products and Services Alliances on the Performance of Microfinance Institutions in Rwanda

Cited by 3 publications

References 8 publications

Strategic Alliances and the Financial Performance of Commercial Banks in Nairobi City County, Kenya

Strategic Alliances and the Financial Performance of Commercial Banks in Nairobi City County, Kenya

Strategic alliances and social performance of microfinance institutions in Indonesia

Effect of Strategic Change Management Practices on Performance of Public Secondary Schools: A Survey of Public Secondary Schools in Kisii County

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