Explore the vast range of titles available.

In Kenya, the last few years has seen the performance of companies listed under the commercial and services segment on the Nairobi Securities Exchange (NSE), experience mixed fortunes. The study sought to assess the implications of financial risk on the performance of these companies. The study applied explanatory research design. The target population were the 14 companies listed under this segment of NSE. Secondary panel data contained in published annual reports for the period 2013-2017 was collected. Panel regression model was applied with the random effect model being used based on the Hausman specification test. Findings showed that credit risk had an insignificant positive effect on return on equity (ROE) while liquidity risk had a significantly negative effect on ROE and operational risk had a positive insignificant effect on ROE. The positive coefficients from the data analysis indicated that commercial and service companies at NSE were able to take in more credit to boost performance of these companies however the negative coefficients shows that within the period of study these companies experienced high liquidity problems in that the current liabilities exceeded the current assets. Thus, concluding that these companies were unable to pay all their obligation when they were due.

Despite the effort to increase financial inclusion, women-owned Micro, Small, and Medium-sized Enterprises (MSMEs) continue to face challenges in the uptake of financial services. Low financial uptake is strongly associated with business failure leading to low income and living standards among women entrepreneurs in marginalized areas. Market system strategies are crucial in determining businesses' level of financial uptake. The study investigated the effect of market system strategies on the financial uptake of women-owned MSMEs in the informal settlement of Nyeri County. Specifically, it investigated the effect of business readiness, financial literacy, investor relationships, and investment impact on financial uptake among women-owned MSMEs. The study variables were anchored on Ricky Griffin's model, Theory of Change, and Refinancing theory. The study used a descriptive research design, specifically a cross-sectional design. The target population was 890 women-owned MSMEs in the informal settlements of Nyeri county. Proportionate stratified and random sampling were used to obtain a sample of 275 businesses representing approximately 30% of the study population. Data was collected using structured questionnaires. A pilot test was conducted using ten individuals to test and improve the study questionnaire Reliability was tested using Cronbach's alpha, where an alpha of 0.7 was the acceptable threshold. Regression analyses indicated that the market system strategies, business readiness, financial literacy, impact investment, and investor relationship positively and significantly affected financial uptake, with p-values lower than 0.05 alpha. The study found that businesses with better market system strategies have a higher financial uptake. Based on the findings of this study, it is recommended that policies and interventions aimed at improving financial uptake among women-owned MSMEs should focus on enhancing business readiness and financial literacy and building strong impact investment and investor relationships. The county government, NGOs, and others interested stakeholders should encourage women entrepreneurs in informal settlements of Nyeri county to seek training and support to develop their business skills and increase their understanding of financial uptake. Furthermore, the county and national governments should connect women-owned MSMEs with impact investors and establish relationships to provide funding, support, and mentorship. Finally, policymakers and stakeholders in the financial sector should consider creating an enabling environment that supports and incentivizes impact investment in MSMEs, especially those owned by women, to increase their financial uptake.

Private health insurance is crucial for healthcare financing, but its uptake remains suboptimal, with many still relying on out-of-pocket expenses. Statistics indicate Kenya's informal sector comprises 83.3% of the population, with only 2% of employees having national hospital insurance and 20% having public health insurance. Therefore, this study investigated effect of strategic decision on uptake of private health insurance services, specifically, the study examined the effect of level of coverage, cost and affordability, network of health providers and quality of services on uptake of private health insurance services in Nairobi City County, Kenya. The study was anchored using the agency theory, dynamic capability theory and expected utility theory. The study embraced descriptive research design. The target population was sixteen private health insurance in Nairobi city county, Kenya. A sample size of eighty was utilized, employing census. Primary data was collected using a semi-structured questionnaire. The response rate was sixty eight percent. Level of coverage, cost and affordability, network of health providers and quality of services had a significant effect on uptake of private health insurance services. The study recommend, insurance providers should continue to offer diverse plans that cater to different needs and income brackets, ensuring that comprehensive coverage options remain accessible to a broad audience. Additionally, insurers should continue to develop and offer flexible payment plans that cater to different income levels. Introducing tiered pricing models, where customers can choose from a range of premium options based on their financial capacity, can make insurance more accessible. Moreover, the insurer should focus on maintaining a strong commitment to service quality and continually refining their offerings, which can build greater trust and satisfaction among customers, leading to increased adoption of private health insurance services.

Employees play a key role in the achievement of organizations' objectives and thus every organization endeavors to ensure employee retention. However, as the organization endeavors to do this, they are faced with the challenge of employees' turnover intentions. Although it has been suggested that Human Resource Management (HRM) practices may affect employees' turnover intentions, the extent of this effect has been inconsistent in previous studies. Moreover, literature on HRM practices and turnover intentions in Kenyan context is limited hence prompting this research. The study thus sought to investigate the effect of compensation, career management, performance appraisal and training on turnover intentions of teachers in public secondary schools in Murang'a county Kenya. The study had its basis on Social exchange, Organization equilibrium and Expectancy confirmatory theories. The target population was 3752 Teachers Service Commission (TSC) teachers in 304 public secondary schools in Murang'a county Kenya. A two multi stage random sampling method was applied to select a sample size of 40 schools and 400 teachers. A self-administered semi-structured questionnaire and interview guide were data collection tools. The study used descriptive statistics and logistic regression and content analysis for data analysis. The study findings indicated that compensation and training significantly influenced turnover intentions while career development and performance appraisal insignificantly influenced public secondary schools' teachers' turnover intentions in Murang'a county Kenya. Policy implications of study findings have been discussed.

Organizational performance is vital for conceptual and empirical research in strategic management. Strategic choice serves as the link between the organization and the operational environment. In the unpredictable and competitive business environment, it is paramount for organizations to enforce strategic decisions that will direct them to cope with changes in the background and attain a competitive advantage. Kenya Revenue Authority (KRA), a government-owned organization mandated to collect, assess, and account for all revenues, has faced sincere challenges in its operations and management. This study aimed to investigate the influence of technology adoption, tax base expansion, taxpayers' education, customer service, and strategy communication on the performance of Kenya Revenue Authority. The guiding theories were the resource-based view theory, the balanced scorecard, and the dynamic capabilities theory. A descriptive survey research design was adopted, targeting 90 top and middle-level departmental employees as the unit of analysis. Proportionate stratified and random sampling was used as the sampling technique. The data collection instrument was a pilot-tested questionnaire for accurate measurement examination. The study findings revealed that the five independent variables explain 60.8% of Kenya Revenue Authority's performance, as shown by R squared. The study revealed that adopting technology and customer service had the most impact on KRA’s performance. Tax base expansion, taxpayers’ education, and strategy communication also had a significant impact on the organization’s performance. The study recommends that for the organization to have continued improved performance, it should focus on enhancing its technological systems, expanding its tax base, providing efficient customer support, offering continued taxpayers’ education, and ensuring proper and effective communication of its strategies to staff. The study also recommends that other government-owned companies, corporations or agencies that seek to improve performance should incorporate strategic choice in their operations.

The banking industry in Kenya must adopt digital transformation to sustain competitiveness and improve customer experience in the context of rapidly evolving digital technologies. Despite the increasing focus on digitisation in the sector, the particular initiatives undertaken by commercial banks and their resulting impact on competitive advantage are not sufficiently comprehended. This study analysed the impact of digital transformation strategies on competitive advantage within commercial banks in Kenya. The primary aim was to evaluate the impact of service automation, data analytics, mobile banking applications, employee upskilling, and digital payment solutions on the competitiveness of banks. The study employed a descriptive design, focussing on 39 commercial banks categorised by tiers, which included 412 functional heads. A multi-stage sampling method integrating proportionate stratified and simple random sampling techniques was utilised to guarantee equitable representation. Employing Yamane’s formula, a sample of 203 respondents was determined. Primary data were collected using structured questionnaires that were pretested with 15 participants and validated by subject experts to ensure content relevance and clarity. Reliability testing employing Cronbach’s Alpha produced satisfactory results (? ? 0.7), signifying robust internal consistency. The analysis of data encompassed both descriptive and inferential statistics. The results were presented visually through charts, graphs, and tables to facilitate interpretation. The findings indicated that all five digital transformation strategies impacted competitive advantage, although their contributions differed in magnitude. The findings indicate that commercial banks must move beyond the simple implementation of digital technologies and prioritise strategic integration to improve customer experience and value creation. Banks ought to implement targeted automation that preserves human engagement for intricate services while improving feedback systems. Banks must enhance data governance and invest in sophisticated, customer-centric analytical tools. Ongoing innovation in mobile banking is advisable, encompassing feature enhancements and improved interoperability, underpinned by robust cybersecurity standards. Prioritising employee upskilling is essential through structured training, digital leadership development, and industry-wide certification. Finally, banks must reassess their digital payment strategies to prioritise user experience, fraud prevention, and differentiated services, while regulators encourage secure and innovation-friendly environments.

Worldwide, startup businesses are essential for any country's economic development. Despite the rapid growth of start-ups, their likelihood of success and viability remain low. This trend is more observed in developing countries due to the low uptake of business incubation services such as Kenya. The aim of the current study was to determine the effect of networking services, physical incubation, and management mentoring on the growth of start-ups in Kenya. The study was based on the social network theory, the theory of the firm, the stochastic theory and the trait theory of entrepreneurship. A cross-sectional research design was used. A sample size of 227 respondents was selected from a total population of 567 respondents using proportionate stratified and simple random sampling techniques. Primary data was collected using a structured questionnaire. The data was analyzed with multiple linear regression with the help of SPSS. The finding of the study indicated that there was a positive and significant effect between networking services, physical incubation infrastructure and management mentoring and growth of startups. The study suggests that startups should join associations like the Associations of Startups and SME Enablers of Kenya and the Association of Countrywide Innovation Hubs to access incubation infrastructure. This will allow access to investor networks, civil society programs, and government agencies, accelerating business growth. Additionally, business incubators can partner with universities for specialized research in areas like health, agriculture, and climate change through the triple helix model.

Globally, manufacturing sector is recognized as a key driver of economic development. Kenya's manufacturing sector has been no exception; with a contribution of 10% to gross domestic product for the duration 2008 to 2014. However, records reveal that in 2017, 2018 and 2019, the contribution deteriorated to 8.4%, 7.7% and 7.54% respectively, suggesting a possible premature de-industrialization. Should this trend persist, Kenya's goal of achieving a robust manufacturing sector through the Big Four Agenda may not be achieved. While the government has implemented strategies and interventions to boost the sector, these do not seem to reverse the trend. It is against this backdrop that the study sought to explore how social capital as a readily available resource can be tapped to enhance performance among the micro, small and medium manufacturing enterprises. The study objective was to determine to what extent social capital influenced firm performance among micro, small and medium manufacturing enterprises, considering the moderating role of business operating environment. The study used relevant theories namely social capital theory, resource-based view, and dynamic capability, among others. 384 ventures were sampled from a population of 61,931 licensed manufacturing businesses operating within Nairobi City County. Primary data was collected through questionnaires and analyzed using descriptive and inferential statistics. Findings indicated that social capital positively and significantly predicted performance of micro, small and medium manufacturing enterprises. No moderating effect was found in the link between social capital, operating environment and performance. The study recommends that management and policy interventions harness more and diverse networks to enable firms better manage changes within the operating environment without adverse impact on performance.

This study aims to examine the effect of customer loyalty programs on customer buying behavior in supermarkets in Nairobi City County, Kenya.  Specifically, the study sought to establish the effect of reward programs, point accumulation programs, and reward frequency programs on customer buying behavior. A descriptive research design was employed, and questionnaires and interview guides were used to collect data. A sample of 384 respondents was selected from a target population of 985,016 using the non-probabilistic purposive sampling method. Findings indicate that consumers’ level of preference for the particular supermarket loyalty programs was high in specific supermarkets. It was also found that points’ redemption rates differed among the supermarkets. The majority of the supermarkets allowed customers to redeem their points at any time and customers preferred benefits connected to frequent visits and fast points reimbursement based on the reward method used. The study concluded that point cumulative program and reward method program positively and significantly affects consumer buying behavior but reward frequency negatively and significantly affected customer buying behavior. The study recommended that the point accumulation program should be made easier for customers by the marketing departments in the supermarkets.

Small and medium enterprises are major players in the competition and growth of economies. They have been accelerating changes towards achieving Burundi’s vision 2025. Even so, they have experienced numerous challenges which hinder their performance. Those obstacles can be improved by adopting entrepreneurial innovation as a strategy. The focus of this paper was to examine how entrepreneurial innovation affects the performance of small and medium enterprises in Bujumbura, Burundi. The resource-based view and dynamic capability theory were the main theories. This study used positivism as a research philosophy. An explanatory research design was employed on a sample size of 164 small and medium enterprises selected from the target population of 279 small and medium enterprises in Bujumbura, Burundi. The study found that process, organizational, and market innovation all had a significant effect on the performance of small and medium enterprises, while product innovation had no effect. The study recommends that small and medium business owners and managers should focus their efforts on establishing entrepreneurial innovation such as process, organizational, and market innovation to improve their performance and acquire a long-term competitive edge.