Purpose: The main objective of this paper is to ascertain the connection shared by self-actualization factors and entrepreneurship education as a specialization among undergraduate students within universities in Kenya.Methodology: This research was designed as a descriptive survey, correlation quantitative research. The study population of 2,043 students was drawn from 3rd year undergraduate business students who had already selected their areas of specialization. The Krejcie & Morgan sample formula for finite samples was used to yield a sample of 327 students that participated in the research. Questionnaires were the primary data collection instrument and the collected data was modeled through regresssion model and analyzed using SPSS version 24.Results: Self-actualization and entrepreneurship education are negatively and significantly related (β =-1.459, p=0.000) The results therefore show a rejection of the null hypothesis therefore meaning that self-actualization has a significant effect on entrepreneurship education specialization.Unique contribution to policy and practice: It is found that person inputs like self-fulfillment and identity are critical in deciding the career path that a student will take. It is therefore prudent for parents and people who view themselves as role models for students to first appreciate entrepreneurship as a worthy career path. Educators should be diligent in highlighting the benefits and esteem associated with choosing such a career path. Students should be exposed to knowledge of entrepreneurship as a valid career choice from an early age so that they may develop a strong sense of identity as they make their choices.
Despite the fact that empirical research on performance and narrow market business level strategies have been widely conducted, there is no consensus on the effect of focused cost and focused differentiation on micro and small enterprises performance, necessitating this study to add to the body of knowledge. The purpose of this study was to determine the influence of generic narrow marekt strategies on the performance of micro and small businesses, with a focus on salons and beauty spas in Nairobi, and more specifically to: determine the impact of focused cost leadership strategy and focused differentiation strategy on the performance of salons and beauty spas in Nairobi County The study employed a descriptive research design, with the 279 salons and beauty spas in Nairobi County serving as the study's target population and a sample size of 165 participants obtained. A structured questionnaire was used to collect data, which was analysed quantitatively. The study concludes that at 5% level of significance; focused cost strategy has positive significantly moderate influence on performance of micro and small enterprises ,and focused differentiation strategy has moderate positive significant effect on performance of micro and small enterprises. The study recommends that micro and small enterprises should sustain expertise and ensures creativity as well as continuous improvement and devise mechanisms for crafting competitive affordable and attractive rate in addition to strategies for premium products in a niche narrow market.
The operations of parastatals could be greatly enhanced by the wellfocused application of information systems to support improvements in productivity, management effectiveness and ultimately, the quality of services offered to citizens. Assessing the strategies of information systems (ISs) implementation has been identified as one of the most critical issues in IS field. However, studies relating to this issue within the context of kenyan parastatals are few and lack the ability to propose a major set of factors influencing the strategic IS implementation. The study sought to determine the influence of top management support, expertise, infrastructure and enduser training on strategic information systems implementation at Kenya Forest Service. The study adopted descriptive research design using a sample of 262 drawn from a population of 831 staff of the Kenya Forest Service, Head of Conservancy Mau selected using stratified and simple random sampling technique. Data was collected by questionnaires and analysed by descriptive statistics and multiple regression analysis. The findings revealed that the relationship of top management support, expertise, end-user training and infrastructure explain a strong change in strategic information systems implementation. The study concluded that to ensure strategy is implemented as intended, senior executives must endevour to persuade the employees of their ideas and that IT professionals' technical backgrounds is critical both during the selection and acquisition of complex IT system and for the implementation of information system into adopting organizations.
The objective of the study is to assess relationship between adoption of formal strategic management and organizational performance in selected medium sized manufacturing enterprises in Nairobi, Kenya. Formal strategic management is that which is written or in official form. Strategic management is associated with the period from the mid-1970s onwards. Like strategic planning, it is based on the complexities of the total business environment. However, the approach is not to accept current conditions as being restricting. Rather, the approach is led by well-defined aims, welldeveloped means to achieve them, and by pursuing viable opportunities wherever they can be identified, which may be regardless of the nature of current operations. The approach relies upon a continuous supply of information about the environment and avoids the use of planning cycles in preference to being based upon a continuous process, Greenley (1989).Strategic management system has been defined in different ways by different scholars. David (1986) defines strategic management system as the process of formulation, implementation and evaluation of actions that enable an organization to achieve its objectives. Wheelan and Hunger (1987) surmise that strategic management system is the set of managerial decisions and actions that determines the long run performance of a corporation. According to these authors the concept of strategic management includes strategy implementation, evaluation and control. The study of strategic management system therefore emphasizes the monitoring and evaluating of environmental opportunities and constraints
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