Environmental turbulence in today's business landscape has elicited deep concerns in contemporary business organizations. As a result, organizations seek to achieve competitive advantage through organizational learning. This chapter presents organizational learning as a key source of competitive advantage in contemporary business organizations. It examines the concept of organizational learning by definition and delves in the four constituents that form the concept of organizational learning, namely knowledge acquisition, knowledge distribution, information interpretation, and organizational memory. Further, the chapter focuses on the factors affecting organizational learning together with competitive advantage as an outcome of organizational learning.

This study sought to establish the relationship between managerial skills, financial capability and the level of strategic planning. The study was premised on the increasing focus on strategic planning in Ugandan organizations. There was however, a lack of local empirical studies on the factors driving this trend. Data were obtained from organizations in various sectors that included government institutions, private and family business organizations. The findings confirmed that organizations were involved in significant level of strategic planning. There was a positive and significant relationship with managerial skills. However, there was a very weak relationship with the financial capability. The implication of the findings for management was to give more attention to managerial skills to ensure congruence of operations.

The research purpose was to examine the influence of available resources on organizational effectiveness. The research philosophy was positivism, with explanatory and descriptive research design espoused. The population was registered non-governmental organizations (NGOs), with the sample unit as the project managers. A questionnaire was used for data collection. Data analysis was executed using inferential and descriptive statistics. The descriptive analysis included standard deviation, mean and percentages, whereas inferential analysis included regression analysis and ANOVA. The study concluded that fundraising efforts and how funds are distributed to the various strategic activities and operations influence the level of efficiency in the organization process. Staff empowerment, negatively though, significantly influenced process efficiency. The recommendation is to develop an NGO organizational effectiveness ranking metric to allow the classification of NGOs into categories based on levels of effectiveness in achieving their respective missions and strategies. It was also the aim to carry out an in-depth study of why fundraising efforts in NGOs did not significantly influence stakeholder satisfaction.

This research objective is to determine the effect of the Supply Chain Integration dimensions on the operational performance of the of Kenya’s public health sector level five hospitals. The results are based on close-ended questionnaires from one hundred and sixty-four respondents working in the level five health facilities supply chain selected using simple random sampling. The data collected was subjected to completeness checks, before it was cleaned, coded, and analyzed using Statistical Package for Social Scientists (SPSS) for the generation of both descriptive and inferential statistics. The results show that Supplier integration (β1, = 0.276; p value=0.000), customer integration (β2, = 0.119; p value=0.016) and internal integration (β3, = 0.232; p value=0.000) have a significant effect on operational performance. The R2was 0.429, indicating that 42.9% of the variation in operational performance is explicated by the variation of Supply chain integration dimensions.  This implies that all three supply chain integration dimensions significantly influence operational performance. The study concludes that the government needs to internally integrate and embrace forward and backward integration with the customers and suppliers to leap the full benefits of an integrated health sector to accomplish the universal health care goals.

This study sought to establish the relationship between management participation and firm performance. The study was premised in the applauded significant role that management participation plays on firm performance. However, a glaring knowledge gap established from literature review indicate a paucity of empirical support to the extent of the relationship with both the financial and none financial performance. Firms in Export Processing Zones (EPZs) in Kenya were studied. Significant relationship was established only with internal business process performance. Theoretically, the study showed that management participation is a much more complex variable moderated by other factors. Therefore, managers ought to focus on moderating factors like culture and diversity to understand the relationship between management participation and performance.