Journal of Strategic Management

Influence of Trend Analysis on Organizational Performance of Food Processing Companies in Meru County

Winfred Mwendwa Kobia — 2025-08-11

The purpose of the study was to examine the influence of trend analysis on the organizational performance of food processing companies in Meru County. Descriptive research design was used on a target population of 78 food processing companies in Meru County. Notably, 97 directors, 121 operations managers, 99 quality assurance managers, 116 compliance managers, 132 marketing managers, and 121 risk managers. The respondents were sampled through a simple random method, and the sample size was determined through Slovin's formula. This led to 78 directors, 93 operations managers, 79 quality assurance managers, 90 compliance managers, 99 marketing managers, and 93 risk managers. Directors answered open- and closed-ended structured questionnaires, while the managers answered closed-ended questionnaires. A pilot test was conducted in 8 processing companies in Tharaka Nithi County. The study examined construct, criterion, and content validities. Internal consistency through Cronbach's alpha was examined as a measure of reliability testing. The information from the questionnaires was analyzed using SPSS software version 27. Descriptive statistics such as frequencies, percentages, and mean, were conducted. Thereafter, linear regression analysis were done. It was discovered that trend analysis had a positive influence on organizational performance. The processing companies were noted to have invested in training through on-the-job training, e-learning, and workshops for their staff on different methods of analyzing market trends. The management also took time to assess different products to note any abnormality, exposing the company to risk. However, the process of arriving at a strategic decision was rather long due to the insufficiency of market intelligence systems and poor training on resource allocation, hence depriving the company of a chance to capitalize on opportunities. The study recommends that there is a need to support the training programs on market trend analysis. This could be done by increasing funding, benchmarking, and boosting other necessary resources.

The Influence of Strategic Infrastructure of Cash Transfer Programs on Performance of Selected NGOs in Isiolo County, Kenya

Abdi Hussein Golicha — 2025-08-11

The purpose of the study was to examine the influence of strategic infrastructure of cash transfer programs on performance of selected NGOs in Isiolo County, Kenya. A cross-sectional research design was adopted in the study to collect quantitative and qualitative data from diverse respondents at one point in time. The target population was 8 international registered NGOs in Isiolo County currently offering cash transfer programs. The respondents included 8 operations managers, 25 finance officers, and 93 project coordinators, whose roles involved operations related to cash transfer programs. The sample was selected using purposive and simple random sampling, and the data was analyzed using SPSS for quantitative data and thematic analysis for qualitative interviews. The correlation coefficient value of strategic infrastructure is r=0.486 at α < 0.001 at 99% significance level. An R value of .486 at a significance value of 0.001 is an indication that there was a statistically significant influence of strategic infrastructure on organizational performance. The regression results indicated that strategic infrastructure is 0.253 and a significance value of 0.003. The results are an indication that organizational performance was increased or decreased by a unit of .253 of the strategic infrastructure. The NGOs had made impressive investments towards the support of their ICT infrastructure to protect beneficiaries’ data and safeguard online financial transactions to support conditional and non-conditional cash transfer programs. Nevertheless, physical infrastructure was found out to be lacking, compromising the safety hard cash that may be present for purposes of facilitating physical cash transfer to the beneficiaries. The directors of NGOs are recommended to reevaluate and improve on their capital investments to consider safety enhancements within the NGO premises. This could include acquiring safety boxes and reinforcing the cash storage rooms with steel doors. The management are also recommended to provide training to their staff on safety protocols especially when handing physical money.

The Influence of Organizational Culture on Performance of Non-Governmental Organizations in Samburu County, Kenya

Brenda Senewa Lalampaa — 2025-08-11

The purpose of the study was to examine the influence of organizational culture on the performance of non-governmental organizations in Samburu County, Kenya. A descriptive research design was adopted in the study. The target population included 84 NGOs in Samburu County, where the respondents were 92 directors, 146 operations managers, and 202 program coordinators. The study collected data using closed- and open-ended questionnaires from the respondents and also secondary data to measure performance. Furthermore, the Nassiuma formula was used to obtain a sample size of 66 directors, 89 operations managers, and 107 program coordinators who were selected using a simple random method. A pilot study was conducted in Laikipia County, whereby 8 NGOs were sampled using a simple random method. In regard to descriptive analysis, the study provided frequencies, percentages, means, and standard deviations. In regard to linear regression, the study provided a model summary, ANOVA, and the regression coefficient of the model through multivariate regression. The findings of the questionnaire indicated that the majority of the participants, 119 (53%), strongly agreed, and 87 (39%) agreed (mean of 4.32 and a standard deviation of 0.80), that diversity of staff was encouraged in the NGOs. Nevertheless, 110 (49%) strongly disagreed and 91 (40%) disagreed (mean of 2.61 and standard deviation of 1.65) that open communication was encouraged to enable quick, informed, and reliable decision-making. The coefficient for the constant is 15.413; organizational culture is 0.251. The results mean that when one unit of organizational culture was added, it increased the performance by 0.251. It is also notable that since the significance values were < 0.05 and the t-statistic > 2, the organizational culture was considered significant towards improving the performance of NGOs. Based on the results, it was evident that most NGOs ensured that there was staff diversity in their scope of operations. The conclusion that was made on organizational culture was that there was workforce diversity that allowed collective sharing of ideas, founded on work values. Nevertheless, internal communication was noted to be ineffective, thereby causing a slow decision-making process in the NGOs. The main reason was due to an increase in bureaucracy by the management. The study recommends that the management develop structural policies that will determine the flow of information from the management to the staff. Basic infrastructure to facilitate the flow of information should be supported by the management for effectiveness. Additionally, the study recommends that the management should also develop timelines for making decisions within the NGOs.

The Influence of Service Quality on Customer Satisfaction of KCB Bank South Sudan

Roba Waqo Jaldesa — 2025-08-05

The study sought to establish the influence of service quality on customer satisfaction with KCB Bank South Sudan. This study employs a descriptive and correlational research design to investigate and analyze the connections between service quality and consistency across touchpoints. The population of this study consisted of 48,000 active account holders who had interacted with KCB Bank South Sudan. Given that the total population exceeds 10,000, using the Krejcie and Morgan (1970) formula, the proper sample size was determined with a 5% margin of error and a 95% confidence level. Based on this method, the minimum representative sample size was determined to be N = 381. In order to collect data for this study, self-administered questionnaires were given to customers at all sixteen KCB branches across South Sudan. The data analysis for this study employed both descriptive and inferential statistical approaches to assess the relationships between service quality and customer satisfaction. Regarding customer interaction, the study observed distinctions between physical and digital experiences. In-branch elements such as queue management, teller efficiency, and personalized service were rated highly, with an average mean score = 4.11, SD = 0.97, CV = 0.24, indicating a very large extent of satisfaction. Conversely, interaction through mobile banking platforms and telephone support services had moderate perceptions, averaging mean score = 3.25, SD = 1.12, CV = 0.34, which corresponds to satisfaction to a moderate extent. Some respondents noted delays in system responsiveness and customer care, especially during high-volume periods. The study discovered a statistically significant and favorable correlation between customer satisfaction and service quality using linear regression analysis. In a highly dynamic banking sector, customers increasingly expect innovative, reliable, and seamless service delivery across all channels, including physical branches, digital platforms, and third-party providers such as agents and payment partners. To meet these expectations, KCB in South Sudan should adopt a comprehensive service quality framework consistently applied across all service touchpoints, encompassing branch operations, mobile and online banking, and agent networks. Continuous staff training and development programs are essential to maintaining high service standards and building customer trust, especially regarding security and privacy.

Influence of Strategic Leadership on Organizational Performance of County Government of Kitui, Kenya

Damaris Mutheu Mumo — 2025-08-11

The purpose of the study was to examine the influence of strategic leadership on the organizational performance of the County Government of Kitui, Kenya. A descriptive research design was used to determine the characteristics of the population under consideration. The respondents comprised 21 directors, 34 departmental managers, and 308 administrators. The study used a simple random method to sample the directors, departmental managers, and administrators. In the determination of the sample size, the study used Kothari's (2004) formula to select the 17 directors, 25 departmental managers, and 73 administrators. The study had questionnaires and interview guides to collect data from the participants. The directors were interviewed, whereas the departmental managers and administrators answered questionnaires. A pre-test study was undertaken in Machakos County Government. The study considered three types of validity, which were content, construct, and criterion. Cronbach's alpha was one of the methods of internal consistency that examined reliability. Notably, complete questionnaires were coded into SPSS version 26. Various descriptive statistics, like frequencies, percentages, means, and standard deviations, were derived. Inferential statistics such as Pearson correlation were analyzed to test the hypothesis, whereas the linear regression analysis including was provided. The regression coefficient for strategic leadership is 0.261. Further, the results indicate that all the variables had a significance value of less than 0.05 and a T-statistic of more than 2, meaning that strategic plan implementation variables were statistically significant. The study concluded that, the county leadership of Kitui had provided a suitable environment that supported learning and development among its staff. This was to improve their knowledge on the vision, mission, public policy, and get acquainted with various changing county operations. To improve the effectiveness of strategic leadership, the departmental directors should consider empowering communication policies that define horizontal and vertical communication structure.

The Role of the East African Community (EAC) in Strengthening Regional Integration and Regulatory Harmonization for the Development of the Oil and Gas Sector

Florence Masai — 2025-08-15

The East African Community (EAC) has made significant strides in promoting economic integration. The East African Community (EAC) seeks to standardize oil and gas policies, regulations, and legal frameworks across its member states to create a consistent and predictable business environment. This study sought to determine the role of the East African Community (EAC) in strengthening regional integration and regulatory harmonization for the development of the oil and gas sector. The current study adopted a qualitative research design, specifically, a desktop research design. From the study findings the major role East African Community (EAC) plays to boost the oil and gas sector's development include promoting regional integration, harmonizing regulations, facilitating infrastructure development, promoting investment, cooperation in exploration and development, creating a single market, strengthening legal and institutional frameworks, promoting sustainable development, facilitating cross-border trade and providing a platform for dialogue and cooperation. The study concluded that EAC's efforts to harmonize petroleum product standards and policies promote consistency and reduce barriers to trade within the region. This harmonization simplifies business operations, reduces transaction costs, and creates a more predictable regulatory environment, attracting investors.