Supply chain management is a crucial activity that entails overseeing the movement of materials from the source, throughput, to the end consumer. However, in this endeavour, there are increased instances of uncertainties, i.e., speeds of delivery, flexibility, and environmental factors that affect the services rendered to the end consumer. This drives the concept of supply chain resilience as the ability of an organization to cope with stress from any factors in its environment and manage to maintain functionality in spite of unexpected or disruptive events. The healthcare sector has undergone significant changes over the past decades. Amidst these changes, attaining efficient and effective healthcare service delivery remains a distant prospect for many nations. This study therefore sought to find out the effect of supply chain resilience on service delivery in the public health care sector in the Western Region of Kenya. The hypothesis for the study was that supply chain resilience has no significant influence on service delivery in the public health care sector in the Western Region of Kenya. The study was anchored on two theories: the theory of human service delivery and strategic choice theory. The study adopted a positivist research philosophy and a descriptive survey research design, and the target population was 284 respondents from the four level 5 county hospitals in the western region. Questionnaires were used for data collection and analyzed using descriptive and inferential statistics. Data was presented using tables, scree plots, and scatter plots. The study is of value to researchers and academicians, county government authorities, and residents of the four counties. 258 respondents participated in the study, and preliminary data checking, screening, and cleaning were done. Validity and reliability statistics were done, and they indicated that the research instruments were adequate for their purpose. Diagnostic tests were also conducted, and none of the variables violated normality, linearity, homoscedasticity and multicollinearity assumptions. Regression analysis shows that there is a statistically significant relationship between resilience and service delivery (t = 6.115, p<0.05). The null hypothesis was thus rejected. The study recommended that hospitals maintain communication and information sharing with suppliers to enhance collaboration, resilience, and responsiveness in their supply chains. Hospitals should engage in frequent forecasting of demand to ensure that their services are aligned with seasonal changes in demand.
<p>County governments in Kenya have been in operation since 2013, but the performance of most of them is still an issue for debate despite the reforms that have been put in place. Consequently, for the achievement of exceptional performance in the current dynamic and uncertain socio-economic environment, a blend of buoyant leadership capabilities and potent management styles is required. Transformational leadership has been touted as a possible remedy to such scenarios. The study sought to determine how intellectual stimulation affects strategy implementation. The study was anchored on the power and influence theory of leadership. A pilot study was conducted in Trans Nzoia County. The study was a census targeting 268 respondents and was anchored on a positivism paradigm and utilized a descriptive-correlational research design. A purposive sampling design was adopted and data was collected using questionnaires and an interview guide. Data was analyzed using descriptive and inferential statistics descriptive analysis by the aid of SPSS version 23. Results were presented in form of tables and models. The findings revealed that intellectual stimulation significantly accounts for a 30.1% variation in strategy implementation. Further, intellectual stimulation (β=0.448, P=0.000) has a significant statistical effect on strategy implementation. The study concluded that intellectual stimulation has a significant effect on strategy implementation. The study recommends that county management need to develop the competence of their staff at their place of work, appreciate each staff as an individual rather than as a group, and ensure fair workload distribution. These will encourage staff to perform their jobs effectively and put extra effort into their work hence strategy implementation.</p><p><strong>JEL: </strong>G18; H11</p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0464/a.php" alt="Hit counter" /></p>
To address the ever-changing needs of the clients, MSEs have to potentiate their one-to-one interaction with their customers as a cornerstone for their marketing performance. This is because interactive marketing courtesy of interactive communication makes a real effort to reach customers and understand their needs and preferences leading to high levels of marketing performance. However, the use of collaborative technologies for interactive communication amongst MSEs in Kenya remains a challenge. Therefore, the purpose of this study was to establish the influence of interactive communication on the marketing performance of micro and small enterprises within Nyanza region, Kenya. Theory of relational market behaviour and a cross-sectional survey research design was adopted with a target population of 3,211 registered MSE owners in the Nyanza out of which sample size of 356 was selected using Yamanes (1967) formula. Data was collected using questionnaires and analyzed using descriptive statistics and inferential statistics using SPSS version 25.0. From findings intercreative communication explained 30.7 percent variation on marketing performance. A coefficient of .319 indicated that a unit change in interactive communication leads to .319 units of positive change in marketing performance. In conclusion interactive communication significantly predicts marketing performance at thus the rejection of the null hypothesis. There is need for MSEs to strengthen their interactive communication platforms for consumers to voice their requirements, perspectives, or opinions and support information exchange. They should also develop methods for collecting input from customers. The report also suggests that when dealing with consumers, MSEs should use positive language, be concise and clear, and personalize their interactions. Thus, it mandates the MSEs to scan the marketing environment for opportunities and align their capabilities of interactive marketing communications with the changes in the customer preferences for maximal output. The finding of this study can help major stakeholders in the MSE sector to strengthen interactive marketing communications for marketing performance.
This study aimed to determine the impact of interactive marketing on the marketing performance of MSEs in Kenya's Nyanza region. The research was founded on the positivist paradigm. The study employed a cross-sectional survey methodology. Targeting 2,503 MSEs and sampling 356 respondents using the Yamane formula and simple random stratified sampling The self-administered, semi-structured questionnaire used to collect the primary data was analyzed using regression analysis. Cronbach's alpha and the Shapiro-Wilk test were used to examine the reliability and normality of the data, respectively. Interactive marketing was found to have a significant impact on marketing performance (t = 19.933, p = 0.0000.05). Therefore, the study recommends extensive implementation of interactive marketing to improve the marketing performance of micro, small, and medium-sized enterprises (MSEs), which would ultimately contribute to increased profits and stability.
This study sought to investigate the influence of corporate culture on performance of commercial banks in Kenya. It adopted a quasi-experimental post test only research design. Primary data was collected from a sample of 136 senior managers at the 38 commercial banks’ head –offices in Nairobi. Hypothesized relationships were tested using regression analysis. The results indicate that corporate culture positively and significantly influence banks performance. Therefore it is recommended that commercial banks have to build and nurture strong clan culture, adhocracy culture, market culture and hierarchy culture as key result areas.
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