Influence of Structural Adaptation on the Performance of Church-Owned Universities in Nairobi County, Kenya

Abstract

Church-owned universities operate under growing pressure to sustain enrolment, financial viability, research productivity, service quality, and stakeholder confidence while preserving their faith-based identities. This study examined the influence of structural adaptation on the performance of church-owned universities in Nairobi County, Kenya. Dynamic Capabilities Theory guided the study. A descriptive cross-sectional survey design was adopted, targeting 75 senior administrators from 15 church-owned universities through a census. Forty-four usable questionnaires were returned, representing a 58.66% response rate. Data were collected using a structured questionnaire and analysed using descriptive statistics, Spearman's rank correlation, and binary logistic regression. Respondents reported high levels of structural adaptation, particularly in role clarity (M = 4.39, SD = 0.784), interdepartmental collaboration (M = 4.30, SD = 0.823), and alignment of structures with strategy implementation (M = 4.27, SD = 0.788). Structural adaptation had a positive but nonsignificant bivariate association with the continuous performance index (rho = .275, p = .071). In the prespecified logistic model using a median-dichotomised performance outcome, structural adaptation significantly increased the likelihood of classification as a higher-performing university (B = 1.375, SE = 0.679, Wald = 4.099, p = .043, OR = 3.957). Model fit was acceptable (Hosmer-Lemeshow chi-square = 4.693, p = .790), with Cox and Snell R2 = .128 and Nagelkerke R2 = .185. The study concludes that adaptive structures, clear responsibilities, delegated authority, effective coordination, and periodic structural review strengthen institutional responsiveness and performance. University councils and management teams should align reporting relationships and decision processes with strategic priorities while managing the uncertainty that may accompany restructuring.