The Role of Networking Capability on Organization Performance: A Perspective of Private Universities in Kenya

King’oo, Ruth Ndanu; Kimencu, Linda; Kinyua, Godfrey

doi:10.11648/j.jbed.20200503.18

Cited by 9 publications

(14 citation statements)

References 22 publications

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“…Similarly, Chepkole and Deya (2019) conceptualized human resource capability, cost efficiency capability, knowledge management capability and financial resource capability as dimensions of strategic capability in the context of information technology firms. Equally, strategic capability has also been considered to consist of capabilities related to information technology, marketing, human capital, operations, networking, intellect, adaptability, market-linking, and management (Seyhan, Ayas, Sönmez & Uğurlu, 2017;Kyengo, Muathe & Kinyua, 2019;King'oo, 2020).…”

Section: Adaptive Capabilitymentioning

confidence: 99%

Understanding Firm Performance in Microfinance Banks: Does Adaptive Capability Matter?

Mary Nyaguthii Kinyua,

Dr. Godfrey Muigai Kinyua

2024

theijhss

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The microfinance banking sector plays a pivotal role by complementing the services of commercial banks by enhancing access to financial services. The complementary role played by the microfinance banking sector aids in mitigating the negative impact of escalating incidences of poverty and unemployment and spurs economic development among the unbanked segment of society. However, evidence drawn from annual supervision reports of the Central Bank of Kenya demonstrates that the performance of this sector has been gloomy, with losses registered in the last five years reviewed in this study. This unpleasant trend has been observed in a period that is marked by sustained growth in customer deposits in the sector. In the same period, the aggregate branch network for the sector has, on average, been observed to stagnate. Other notable concerns relating to the sector include the absence of customized customer solutions, delays in credit processing, and high cost of credit. In light of this, the study examined the effect of adaptive capability on firm performance. The resource-based view of the firm provided the theoretical foundation of the study and was complemented by dynamic capabilities theory. Explanatory research design served as a basis for guiding the research strategy for resolving the research questions. A structured questionnaire was used to gather data from management employees deployed at the headquarters of Microfinance Banks. Descriptive statistics was used to aid in providing insights about the characteristics of the observed subjects in terms of percentages, frequency count, mean and standard deviation. Inferential analysis was also undertaken using a linear regression model, where the research objective was tested at ninety-five percent level of confidence. The presentation of findings was done in terms of figures and tables. The study confirmed that adaptive capability affected firm performance. Management teams should enact policies that would ensure that chosen strategic actions are sustainably synchronized in direction and magnitude with the ever-changing environment.

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Section: Adaptive Capabilitymentioning

confidence: 99%

Understanding Firm Performance in Microfinance Banks: Does Adaptive Capability Matter?

Mary Nyaguthii Kinyua,

Dr. Godfrey Muigai Kinyua

2024

theijhss

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“…Исследование Г. Чепколе и Ж. Дейя в кенийских ИТкомпаниях показало, что стратегические способности, связанные с финансовыми ресурсами, оказывают положительное и значительное влияние на конкурентные преимущества (Chepkole, Deya, 2019). Исследование К. Ндану выделило умеренное влияние на результативность следующих стратегических способностей: человеческого капитала, сетевых, информационных, интеллектуальных (Ndanu, 2020).…”

Section: номологическая сеть стратегических способностейunclassified

“…Стратегические способности в рамках своей архитектуры, по словам А. Кинга, являются единственным лучшим гарантом конкурентоспособности фирмы (King, 2007). Сегодня исследователи также отмечают, что способности в основном относятся к навыкам или ресурсам, которые помогают фирме процветать и опережать конкурентов (Ndanu, 2020).…”

Section: номологическая сеть стратегических способностейunclassified

Strategic capabilities as a basis for enhanced competitive performance

Guseva,

Trubnikova

2024

LEJ

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Strategic capabilities are a crucial subject of scientific research which attracts attention of both academic and business community since they explain organization's competitive edge. Despite the substantial progress in exploring strategic capabilities since its inception, the academic discourse remains fragmented with diverse interpretations and methodologies for defining and categorizing this concept. This divergence hampers a cohesive understanding and application of strategic capabilities in enhancing organizational competitiveness. Consequently, this paper aims to consolidate the knowledge on strategic capabilities, offering a modern perspective on how they serve as a driving force for competitive performance. This analysis provides the underlying theories on strategic capabilities, scrutinizing various definitions, classifications, and models. The choice of publications is based on key words, publication period, quotation index and quality of journals. The findings allow to trace the evolution of ≪strategic capabilities≫ concept, offer a novel framework for its interpretation, and integration with key elements that underpin an organization's competitive stature. The empirical results offer tangible benefits to business community by elucidating the core elements of competitive advantage, their interplay, and evaluation. The approach to defining and classifying strategic capabilities, alongside conceptual network developed herein prove the depth of previous research and charts new paths for future study of strategic capabilities.

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“…Wanjiku (2017) study focused on advanced technology and effective marketing skills to sustain competitive advantage of insurance firms which is on a different sector from the current study. Ndanu (2020) highlighted the influence of strategic capability with special focus on human capital capability and intellectual capability and established a moderate influence. The study delt with universities and left out other areas of the economy hence it can be applied in the agricultural sector.…”

Section: Critique Of Existing Literaturementioning

confidence: 99%

Influence of Strategic Human Resource Capability on the Sustainable Competitive Advantage of Seed Companies in Kenya

Kosiom,

Uzel,

Otieno

et al. 2024

ijbmed

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The objective of this study was to look into the influence of strategic capabilities on the sustainable competitive advantage of seed companies in Kenya. The theories that supported the study were: Human Capital Theory and Competitive Advantage Theory. The research adopted a positivist approach because the role of the researcher was limited to data collection and interpretation in a manner which was observable and verifiable. The research used cross-sectional and descriptive where qualitative data was collected through reviewing of company manuals. A questionnaire was used to collect quantitative data from 76 private seed firms in Kenya, using stratified sampling technique, with 280 respondents from top management, finance, operations, and information communication technology departments. Strategic human resource capability was found to be positively related to sustainable competitive advantage (R= 0.356, p<0.05; β= 0.34542, p<0.05). Changes in sustainable competitive advantage among seed companies could be accounted for by strategic human resource capability for up to 12 percent. In conclusion, strategic human resource capabilities had a significant influence on the sustainable competitive advantage of seed companies in Kenya. This conclusion was supported by the study models’ statistics that indicated that strategic human resource capabilities influenced sustainable competitive advantage among seed companies in Kenya. Seed companies should foster a culture of continuous learning by the staff, job rotations and promote knowledge transfer. Skills identification and recruitment from the industry will promote the use of technology and benchmarking with industry best practices are encouraged to enhance organization strategic human resource capabilities.

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The Role of Networking Capability on Organization Performance: A Perspective of Private Universities in Kenya

Cited by 9 publications

References 22 publications

Understanding Firm Performance in Microfinance Banks: Does Adaptive Capability Matter?

Understanding Firm Performance in Microfinance Banks: Does Adaptive Capability Matter?

Strategic capabilities as a basis for enhanced competitive performance

Influence of Strategic Human Resource Capability on the Sustainable Competitive Advantage of Seed Companies in Kenya

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