Rotary Clubs are crucial for attaining social and economic development and changing people's lives in Kenya. The survival of Rotary Clubs is therefore important to social economic development in Kenya. A not-for profit organization, Rotary International sets the general framework for Clubs to operate in. Strategies adopted at the international and local level influence the organizational performance of Rotary Clubs. The past ten years has seen dissolution of several Rotary Clubs in Kenya for poor performance. The aim of the current study was to examine the effect of strategic orientation on the organizational performance of Rotary Clubs in Nairobi City County. The study was based on the resource-based theory, the dynamic capability theory, institutional theory, and resource dependency theory. The study adopted a descriptive cross-sectional study design to simultaneously investigate the research questions. A sample size of 314 selected from a total population of 1729 Rotarians from 41 Rotary Clubs in Nairobi City County. Sampling was done using proportionate stratified and random sampling techniques to ensure all Rotarians had an equal chance to be selected. Primary data was collected using semi-structured questionnaires and key informant interviews and the results were analyzed using quantitative and qualitative analysis techniques. Secondary data was collected from journals, articles and reports from Rotary Clubs, District 9212 and Rotary International. Thematic interpretation of the qualitative data was done, and this data was used to supplement interpretation of quantitative data. The study findings revealed that strategic learning orientation, strategic technology orientation, strategic entrepreneurial orientation and strategic market orientation all influence organizational performance of Rotary Clubs in Nairobi City County. The study recommends that Clubs should provide training opportunities to help create awareness and foster a positive attitude towards the role of research and development that incorporates technology. This in addition to creating forums for members to share experiences and leverage technology to improve performance of Clubs to increase their contribution to local economies.
{"title":"Strategic Orientation and Organizational Performance: Evidence from Rotary Clubs in Kenya","authors":"Caroline Wanjiru Muchiri, Stephen M. Muathe","doi":"10.12691/jbms-12-2-3","DOIUrl":"https://doi.org/10.12691/jbms-12-2-3","url":null,"abstract":"Rotary Clubs are crucial for attaining social and economic development and changing people's lives in Kenya. The survival of Rotary Clubs is therefore important to social economic development in Kenya. A not-for profit organization, Rotary International sets the general framework for Clubs to operate in. Strategies adopted at the international and local level influence the organizational performance of Rotary Clubs. The past ten years has seen dissolution of several Rotary Clubs in Kenya for poor performance. The aim of the current study was to examine the effect of strategic orientation on the organizational performance of Rotary Clubs in Nairobi City County. The study was based on the resource-based theory, the dynamic capability theory, institutional theory, and resource dependency theory. The study adopted a descriptive cross-sectional study design to simultaneously investigate the research questions. A sample size of 314 selected from a total population of 1729 Rotarians from 41 Rotary Clubs in Nairobi City County. Sampling was done using proportionate stratified and random sampling techniques to ensure all Rotarians had an equal chance to be selected. Primary data was collected using semi-structured questionnaires and key informant interviews and the results were analyzed using quantitative and qualitative analysis techniques. Secondary data was collected from journals, articles and reports from Rotary Clubs, District 9212 and Rotary International. Thematic interpretation of the qualitative data was done, and this data was used to supplement interpretation of quantitative data. The study findings revealed that strategic learning orientation, strategic technology orientation, strategic entrepreneurial orientation and strategic market orientation all influence organizational performance of Rotary Clubs in Nairobi City County. The study recommends that Clubs should provide training opportunities to help create awareness and foster a positive attitude towards the role of research and development that incorporates technology. This in addition to creating forums for members to share experiences and leverage technology to improve performance of Clubs to increase their contribution to local economies.","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"19 24","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140732676","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Hossam M. S. El-gharbawy, Aiman A. Ragab, Mohamed A. Ragheb, Mahmoud. Farouk
{"title":"The Effect of Information Technology on Innovative Performance with Mediation Role of Process Innovation Capability: Evidence from Egyptian SMEs","authors":"Hossam M. S. El-gharbawy, Aiman A. Ragab, Mohamed A. Ragheb, Mahmoud. Farouk","doi":"10.12691/jbms-12-2-1","DOIUrl":"https://doi.org/10.12691/jbms-12-2-1","url":null,"abstract":"","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"2018 32","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140246027","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Dose Online Brand Community Help Brands Increase Loyalty? -The Impact of Customer Citizenship Experience","authors":"Yu-Bing Wang, Ching-Wei Ho","doi":"10.12691/jbms-12-1-6","DOIUrl":"https://doi.org/10.12691/jbms-12-1-6","url":null,"abstract":"","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"57 14","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140258633","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Understanding Organizational Capabilities as an Antecedent of Performance of Gigantic Property Management Company Limited in Kenya","authors":"Ahmed Hassan Abikar, Stephen Makau Muathe","doi":"10.12691/jbms-12-1-2","DOIUrl":"https://doi.org/10.12691/jbms-12-1-2","url":null,"abstract":"","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"45 17","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139532181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Collaborative Leadership and Performance: Towards Development of a New Theoretical Model","authors":"Gilbert A. Ang’ana, Dr. Walter J. Ongeti","doi":"10.12691/jbms-11-6-1","DOIUrl":"https://doi.org/10.12691/jbms-11-6-1","url":null,"abstract":"","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"21 8","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139251290","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The contribution of social capital to employment has not been accorded much attention in literature. Filling this gap and supporting employment policy, this study investigates the influence of social capital on employment using cross-sectional household data from Kenya. Social capital supports the symmetric flow of labor information as an innovative tool that allocates and distributes labor market information to individuals within the working-age population (15-64). We apply data from the 2015/16 Kenya Integrated Household Budget Survey to the left-censored Tobit and OLS estimators. By using the Control Function Approach, our results control for both endogeneity and heterogeneity and are empirically robust. The findings indicate that social capital positively and significantly supports employment and may complement human educational capital, which alone may be inadequate in linking individuals to available job opportunities, especially in presence information asymmetry. We further observe that hours worked increase with the prevailing wage rate, males work for longer hours than females in an ordinary week, and relatively younger individuals work for more hours than their somewhat older counterparts.
{"title":"Social Capital and Employment: Evidence using Kenyan data","authors":"Shadrack Muthami Mwatu","doi":"10.12691/jbms-11-4-6","DOIUrl":"https://doi.org/10.12691/jbms-11-4-6","url":null,"abstract":"The contribution of social capital to employment has not been accorded much attention in literature. Filling this gap and supporting employment policy, this study investigates the influence of social capital on employment using cross-sectional household data from Kenya. Social capital supports the symmetric flow of labor information as an innovative tool that allocates and distributes labor market information to individuals within the working-age population (15-64). We apply data from the 2015/16 Kenya Integrated Household Budget Survey to the left-censored Tobit and OLS estimators. By using the Control Function Approach, our results control for both endogeneity and heterogeneity and are empirically robust. The findings indicate that social capital positively and significantly supports employment and may complement human educational capital, which alone may be inadequate in linking individuals to available job opportunities, especially in presence information asymmetry. We further observe that hours worked increase with the prevailing wage rate, males work for longer hours than females in an ordinary week, and relatively younger individuals work for more hours than their somewhat older counterparts.","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123419817","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Exploring Climate for Innovation in the Telecommunications Industry in an Emerging Market Context","authors":"Rasha El Gendi, Moira Clark","doi":"10.12691/jbms-11-4-5","DOIUrl":"https://doi.org/10.12691/jbms-11-4-5","url":null,"abstract":"","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121134553","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Effects of the Carbon Border Adjustment Mechanism on Enterprises’ Export Capabilities","authors":"Yen-hui Kuo","doi":"10.12691/jbms-11-4-4","DOIUrl":"https://doi.org/10.12691/jbms-11-4-4","url":null,"abstract":"","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"161 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129063552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The strong transformation of the country in the context of socialist-oriented market economy development and international economic integration poses new needs and challenges. Therefore, the renewal of roles and responsibilities of the State administrative apparatus in the management and operation of state administrative agencies in order to improve the quality of public service delivery to meet the increasing requirements of the country is an important task that needs to be focused and addressed. Binh Duong is a pioneer province in the process of applying digital transformation to public service delivery with many advantages in 2022 and is evaluated at a high rank on the PAPI and SIPAS indexes. The article focuses on clarifying the current state of public service delivery in Binh Duong and proposes recommendations to improve service quality through the SERVQUAL model of Panasuraman et al [1]
{"title":"Assessment of the Quality of Public Services in the Period of the Forth Industrial Revolution: The case in Binh Duong Province","authors":"Huynh Minh Sang","doi":"10.12691/jbms-11-4-3","DOIUrl":"https://doi.org/10.12691/jbms-11-4-3","url":null,"abstract":"The strong transformation of the country in the context of socialist-oriented market economy development and international economic integration poses new needs and challenges. Therefore, the renewal of roles and responsibilities of the State administrative apparatus in the management and operation of state administrative agencies in order to improve the quality of public service delivery to meet the increasing requirements of the country is an important task that needs to be focused and addressed. Binh Duong is a pioneer province in the process of applying digital transformation to public service delivery with many advantages in 2022 and is evaluated at a high rank on the PAPI and SIPAS indexes. The article focuses on clarifying the current state of public service delivery in Binh Duong and proposes recommendations to improve service quality through the SERVQUAL model of Panasuraman et al [1]","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122142260","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Education is the social pillar of the vision 2030 hence education gets the highest budget. The education sector got 32.6% of the Kenyan national budget of the financial year 2022/23 to finance its activities, which was the largest share, yet performance of public schools has not been impressive. The schools have implemented strategic plans, they have service charter delivery and have set targets geared towards performance but it is still unrewarding. This study objectives were to established how strategic leadership, strategic resource allocation and strategic incentives affected performance of public secondary schools in Bungoma County, Kenya. This research utilized the resource based and the capability theory, behavioral leadership theory, expectancy variables were anchored by the balance score card model, Resource Based View, Dynamic Capability Theory, Leadership Behavioural Theory and Expectancy Value Theory. The researcher used descriptive survey design; the sample size was 101 respondents. Data was collected using a structured questionnaire and analyzed using descriptive statistics and multiple regression analysis models. The results indicated that strategic leadership had significant effect on performance in public schools in Bungoma County. Strategic resource allocation had a significant and positive effect on performance of public schools in Bungoma County and the strategy of incentive had a significant effect on the performance of public schools in Bungoma County. The researchers recommends that school managers should provide strategic leadership and ensure that strategic plans are executed within the allocated resources, school managers disseminate messages on the strategic plans effectively to the staff and ensure incentives are provided to those who meet the set targets so that there is successful implementation of strategic plans which can translate to greater productivity among teachers and students.
{"title":"Strategic Leadership, Strategic Resources Allocation, Strategic Incentive and Performance of Public Secondary Schools in Bungoma, County.Kenya","authors":"Carolyne Wamalwa Nang’ole, Stephen Makau Muathe","doi":"10.12691/jbms-11-4-2","DOIUrl":"https://doi.org/10.12691/jbms-11-4-2","url":null,"abstract":"Education is the social pillar of the vision 2030 hence education gets the highest budget. The education sector got 32.6% of the Kenyan national budget of the financial year 2022/23 to finance its activities, which was the largest share, yet performance of public schools has not been impressive. The schools have implemented strategic plans, they have service charter delivery and have set targets geared towards performance but it is still unrewarding. This study objectives were to established how strategic leadership, strategic resource allocation and strategic incentives affected performance of public secondary schools in Bungoma County, Kenya. This research utilized the resource based and the capability theory, behavioral leadership theory, expectancy variables were anchored by the balance score card model, Resource Based View, Dynamic Capability Theory, Leadership Behavioural Theory and Expectancy Value Theory. The researcher used descriptive survey design; the sample size was 101 respondents. Data was collected using a structured questionnaire and analyzed using descriptive statistics and multiple regression analysis models. The results indicated that strategic leadership had significant effect on performance in public schools in Bungoma County. Strategic resource allocation had a significant and positive effect on performance of public schools in Bungoma County and the strategy of incentive had a significant effect on the performance of public schools in Bungoma County. The researchers recommends that school managers should provide strategic leadership and ensure that strategic plans are executed within the allocated resources, school managers disseminate messages on the strategic plans effectively to the staff and ensure incentives are provided to those who meet the set targets so that there is successful implementation of strategic plans which can translate to greater productivity among teachers and students.","PeriodicalId":168137,"journal":{"name":"Journal of Business and Management Sciences","volume":"113 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115566675","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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