JA-School of Business and Economics

The Role of Market Innovation in Shaping Organizational Performance of Dairy Cooperatives

2026-07-02T00:00:00Z

The Role of Market Innovation in Shaping Organizational Performance of Dairy Cooperatives Kibas, Peter; Muthii, Rukenya Market-oriented organizational strategies in the production, communication, and capture of value have intensified competitiveness in agricultural markets, where performance is no longer determined solely by production capacity but by the ability to generate and communicate value. This shift raises a critical question: to what extent does market innovation influence performance in historically production-oriented cooperative models? This study addresses this question by examining how market innovation shapes organizational performance of dairy cooperatives. Grounded in the Resource-Based View and Dynamic Capabilities Theory, market innovation was operationalized through branding practices, social media activity, and sales channel diversification, while performance was measured using sales growth, return on assets, and market share. The study adopted a positivist philosophy and a descriptive-correlational design. Primary data were collected using structured questionnaires from 416 respondents drawn from a target population of 165 dairy cooperatives (from an initial sample frame of 494 potential respondents), achieving an 84% response rate. The cooperative was the unit of analysis, with respondents drawn from management and operational staff. Reliability and validity were confirmed using Cronbach’s Alpha (α = 0.864) and factor analysis (KMO = 0.790; Bartlett’s test p = 0.001). Data were analysed using descriptive statistics, Pearson correlation, and multiple regression analysis. The findings reveal a high level of market innovation practices (M = 3.89), particularly in digital marketing and branding. Correlation results indicate a strong, positive, and statistically significant relationship between market innovation and organizational performance (r = 0.845, p < 0.01), while simple linear regression results confirm a positive and significant effect (β = 0.845, p < 0.001), with market innovation explaining approximately 71.4% of the variance in organizational performance (R² = 0.714). The study concludes that market innovation is a critical strategic capability that enhances financial and competitive outcomes in dairy cooperatives.

Perceived Trail Accessibility and Competitive Advantage in Kenya’s Adventure Tourism Sector

2026-07-30T00:00:00Z

Perceived Trail Accessibility and Competitive Advantage in Kenya’s Adventure Tourism Sector Macharia, Samuel; Chege, Catherine; Gatonye Jane Kenya's adventure tourism sector has strong potential because of its exceptional ecological diversity. However, the sector faces an "Infrastructure Paradox" where world-class natural assets are undermined by inconsistent accessibility standards. Guided by the Resource-Based View and Expectation Disconfirmation Theory, this study examined the effect of perceived trail accessibility on competitive advantage in Kenya’s adventure tourism sector. The study sought to determine the effect of perceived trail accessibility on the competitive advantage of Kenya’s adventure tourism sector. A convergent mixed-methods design was employed, targeting a population of active hikers and adventure tourism stakeholders. A sample of 400 hikers was selected using convenience sampling for the quantitative phase, while 12 stakeholders were purposively selected for qualitative interviews. Data was collected using structured questionnaires and semi-structured interview guides. Structural model results using Partial Least Squares Structural Equation Modelling (PLS-SEM) showed that perceived trail accessibility did not have a statistically significant direct effect on competitive advantage (β = 0.026, p = 0.663). Scenic beauty (β = 0.522, p < 0.001) and trail length (β = 0.211, p < 0.001) emerged as the primary determinants of competitive advantage. These results suggest that trail accessibility functions as a threshold resource. It is necessary to prevent visitor dissatisfaction, but does not by itself create a unique competitive edge. Qualitative findings corroborated this, identifying degraded feeder roads and information gaps as key barriers to improving the visitor experience. The study concluded that while accessibility is essential for operational viability, it functioned as a threshold resource rather than a strategic driver. It recommended that the Ministry of Tourism and wildlife management agencies adopt a Standardized Signage Protocol and a national trail classification framework based on international best practices to align infrastructure quality with the high value of Kenya’s natural landscapes.

From Interview Impressions to Workplace Reality: Re-thinking Impression Management and Person-Organization Fit

2026-06-01T00:00:00Z

From Interview Impressions to Workplace Reality: Re-thinking Impression Management and Person-Organization Fit Waweru, Beauttah Mwangi Organizations rely heavily on job interviews to select candidates; however, high interview performance does not always translate into effective workplace behavior. This literature review examines reasons for this mismatch through the lenses of Impression Management Theory and Person-Organization (P-O) Fit Theory. Impression Management Theory (IM) explains how candidates strategically present themselves during interviews to create favorable impressions that may not reflect their authentic behaviors. P-O fit theory emphasizes alignment between individual values and organizational culture, suggesting that misalignment can result in workplace behaviors that diverge from interview expectations. The review integrates recent evidence (2020-2025) on digital recruitment, personality traits, and organizational socialization to propose an integrated framework explaining the interview-behavior gap. The findings offer practical insights for improving recruitment accuracy and predicting job performance

Evaluating the Effectiveness of Kenya’s National Green Finance Strategy in Achieving Sustainable Economy and Climate Goals.

2024-01-01T00:00:00Z

Evaluating the Effectiveness of Kenya’s National Green Finance Strategy in Achieving Sustainable Economy and Climate Goals. Wicliffe, Otieno Anyango Kenya acknowledges the imperative of integrating green finance into its financial systems to combat climate change and promote environmental sustainability. Despite its commitment to a comprehensive green finance strategy, there remains a significant gap in understanding its actual impact. This study assesses Kenya’s National Green Finance Strategy, focusing on its effectiveness in achieving climate goals by mobilizing green investments and influencing financial institutions to adopt sustainable practices. The primary variables studied include the alignment of financial policy and institutions with green finance principles and the mobilization of green investments. Grounded in Stakeholder Theory and the Theory of Sustainable Finance, the study employs a mixed-methods approach, integrating policy analysis, stakeholder interviews, and case studies. Initial findings highlight progress in fostering green finance while exposing deficiencies in regulatory frameworks, financial inclusion, and public awareness. Although the strategy has partially mobilized green investments, financial institutions have not fully embraced green finance principles. Regression analysis demonstrated high explanatory power (R² = 0.9992, Adjusted R² = 0.9962, F-statistic = 330.8, p = 0.04121), confirming the significant role of financial and institutional resources in mobilizing green investments. Granger causality tests revealed potential temporal dependencies between investment inflows and greenhouse gas (GHG) emissions, showing significant self-causality within GHG emissions data. However, GDP and renewable energy share showed no significant effects. The study concludes that addressing gaps in regulatory frameworks, enhancing financial inclusion, and raising public awareness are critical. Implementing these recommendations could fortify Kenya’s green finance mechanisms, contribute significantly to global climate goals, and provide a model for other developing nations striving to align their financial systems with sustainability principles. By tackling these challenges, Kenya can unlock its full potential in mobilizing green investments, fostering institutional change, and driving the transition to a low-carbon economy. The study further establishes that the development of stakeholder engagement frameworks is necessary, actively engaging local governments, the community, and private investors in the design and delivery of green finance projects and ensuring participatory processes underpin the projects, a precept of Stakeholder Theory.