Generic Strategies and Performance of Selected Fashion Companies in Nairobi City County, Kenya

Patrick Matere Otera , Dr. Njeri Njuguna, PhD — Thu, 04 Jan 2024 00:00:00 +0000

The research aimed to determine how the performance of fashion companies affects generic strategies. Descriptive research methods were used to address the issue at hand as they relate to the fashion industry. Therefore, the target population of the study was 440 fashion firms that are operating in Nairobi Kenya. From each firm, 3 persons were selected who were the general manager, marketing manager, and finance manager were selected. The sample size was 108 managers of fashion companies in Nairobi City County who were selected using stratified random sampling. The key instrument for data collection was a semi-structured questionnaire. It analysed analyzed the data by computing descriptive statistics. Regressions were also examined. Statistical Package for Social Sciences (SPSS) software was used in data analysis. The information was shown using bar charts, pie charts, and frequency tables. The results showed that cost leadership strategy had a positive and significant effect on performance (β=0.241, p=0.006). Further outcomes showed that differentiation strategy had a positive and significant effect on performance (β=0.249, p=0.005). Outcomes further showed that focus strategy had a positive and significant effect on performance (β=0.298, p=0.001). Further outcomes showed that differentiation strategy had a positive and significant effect on performance (β=0.302, p=0.005). It is recommended for fashion companies to reduce their product prices to better cultivate customer loyalty. Fashion companies can also lower their prices to remain competitive in the market, which can help them do better overall. In the same sentence, most fashion companies may concentrate on regions with strong potential to boost performance. One of the instruments available to fashion companies for differentiating their goods and services is technology, which also lowers the cost of product diversification. Additionally, technology makes it easier for businesses to communicate with their target customers, which guarantees better service delivery methods as well as improved distribution and communication channels.

Organizational Performance as an Outcome of Strategic Leadership in the Context of Selected Churches Affiliated with Evangelical Alliance of Kenya

Emmanuel Otieno Ouma , Janet Muthimi — Mon, 05 Feb 2024 00:00:00 +0000

This study aimed to examine how strategic leadership affects the performance of churches affiliated with the Evangelical Alliance of Kenya (EAK) by establishing the relationship between balanced organizational controls as an aspect of strategic leadership and the performance of churches affiliated with the EAK in Nairobi City County. The research design that was considered entailed a mixed-method approach that utilized a descriptive survey research design to investigate a sample size of 153 participants to help with the study. Quantitative and qualitative data were gathered using semi-structured questionnaires administered by respondents, including leaders, pastors, administrators, and personnel in churches affiliated with EAK. A pilot study that involved 16 respondents from Agape Fellowship Church was considered to establish the reliability using the Cronbach alpha value of above 0.7 as the acceptable threshold. The study determined validity of the data collection instrument. Quantitative data were analyzed using descriptive and inferential statistics techniques and presented in tables and figures, whereas qualitative data were analyzed through thematic analysis. The findings of this study revealed a statistically significant positive correlation between organizational performance and balanced organizational controls. Regression analysis indicates that balanced organizational controls collectively explain 52.8 percent of the variance in organizational performance. The study concludes that strategic leadership significantly influences the performance of churches affiliated with EAK. Therefore, drawing from the findings, recommendations have been fronted for strategic management to leverage this study's findings to comprehend balanced organizational controls, involving long-term focus, alignment of processes with goals, and continuous monitoring significantly contribute to improved performance in EAK-affiliated churches.

Journal of Strategic Management

Generic Strategies and Performance of Selected Fashion Companies in Nairobi City County, Kenya

Organizational Performance as an Outcome of Strategic Leadership in the Context of Selected Churches Affiliated with Evangelical Alliance of Kenya