Influence of Turnaround Strategies on Performance of Firms in the Aviation Industry in Kenya

Nduta, Nderi Alice; Deya, Jared

doi:10.6007/ijarafms/v10-i3/7705

Cited by 2 publications

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“…The financial statement of Kenya Airways, as disclosed, indicates a decline in the company's performance starting from 2009. Furthermore, the profit before tax has regularly been in the negative zone since 2013, with the worst results observed in 2015 (Nduta & Deya, 2020). The business environment is changing quickly, thus in order for the strategies implemented to turn the firm around to stay relevant and meet performance goals, they must be flexible enough to adapt to these changes (AlTaweel & Al-Hawary, 2021).…”

Section: Introductionmentioning

confidence: 99%

CEO Personality on Strategic Agility and Organisational Performance of Selected Airlines in Kenya

Agamu,

Maket,

Sang

2024

JEFMS

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The purpose of this paper was to investigate the moderating effect of CEO personality on the relationship between strategic insight, internal response orientation and external response orientation on organizational performance of selected Aviation airlines in Kenya. The study was guided by Balance score card and explanatory research dynamic capabilities theory design was used for this investigation. The study was done at eight (8) selected aviation airlines in Kenya. The study population included the top four (4) managers of each selected airlines (Executive CEO, financial manager, marketing manager and operations manager), 125 middle level managers, 160 middle level operational managers and 185 managers on ground handling ticketing/dispatching staff from the selected airline making a total target population of 502. The sample size for the study was 223 respondents. The study used simple random sampling to select respondents. This study used primary sources of data to produce quantitative information. The data were collected from the respondents’ using questionnaires. Quantitative data was analyzed by use of descriptive statistical techniques: mean, standard deviation, frequency and percentages and inferential statistics techniques: multiple regressions, and Pearson’s coefficient of correlation. The analyzed data was presented on tables. The study results showed that strategic insight had a positive and significant effect on organizational performance. Internal response orientation had a positive and significant effect on organizational performance. External response orientation had a positive and significant effect on organizational performance. CEO personality had a negative and significant moderating effect on the relationship between strategic insight and organizational performance. CEO personality has a positive and significant moderating effect on the relationship between internal response orientation and organizational performance. CEO personality has a negative and significant moderating effect on the relationship between external response orientation and organizational performance. The study reveals that CEO personality significantly affect the relationship between strategic insight, internal response orientation and organizational performance. A higher CEO personality negatively affects strategic insight, positively enhances internal response orientation, and negatively impacts external response orientation, indicating a negative effect on organizational performance. Since CEO personality have a negative moderating effect on the relationship between external response orientation and organizational performance. Organizations should consider this when evaluating the effectiveness of their external response strategies and selecting CEOs who can effectively navigate and adapt to external challenges.

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Section: Introductionmentioning

confidence: 99%

CEO Personality on Strategic Agility and Organisational Performance of Selected Airlines in Kenya

Agamu,

Maket,

Sang

2024

JEFMS

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“…A recent study on turnarounds at the Postal Corporation of Kenya (Mburu 2016) recommended more studies into the phenomenon of turnarounds, especially for Kenyan parastatal or state owned enterprises (SOEs). A more recent study in Kenya, which investigated some 144 firms linked to the Kenyan aviation industry, found that turnaround strategies had a major influence on the performance of firms in the aviation industry in Kenya (Nduta & Deya 2020). Following their studies, Nduta and Deya (2020) recommended that more studies should be conducted to assess the challenges facing the implementation of turnaround strategies amongst the aviation firms in Kenya.…”

Section: Introductionmentioning

confidence: 99%

“…A more recent study in Kenya, which investigated some 144 firms linked to the Kenyan aviation industry, found that turnaround strategies had a major influence on the performance of firms in the aviation industry in Kenya (Nduta & Deya 2020). Following their studies, Nduta and Deya (2020) recommended that more studies should be conducted to assess the challenges facing the implementation of turnaround strategies amongst the aviation firms in Kenya. Hence, this study explored the experiences and challenges associated with the implementation of the turnaround strategies at KQ.…”

Section: Introductionmentioning

confidence: 99%

Turbulences associated with the implementation of turnaround strategies at Kenya Airways

Nyatsumba

Pooe

2022

APSDPR

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This article explores experiences and challenges associated with the KQ implementation of its turnaround strategies. Setting:The study is based on KQ, which has seen one turnaround between 2004 and 2016. Method:The article adopted a qualitative research approach using a case study research design. Eleven participants were purposively selected for the interviews. Documents were also used as sources of data. Thematic data analysis was used as a form of content analysis.Results: Seven themes emerged from the primary data analysis. These include: employee involvement, exogenous factors, high operational and debt servicing costs, managementunion conflict, debt restructuring, nationalisation and leadership. Conclusion:The study concludes that the kind of leadership required during turnaround situations differs from when the company is on autopilot. During turnaround times, the chief executive officer (CEO) needs to exercise the authority recommended in the literature and that the shareholder and the board needs to give them the necessary space to exercise such authority.

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Influence of Turnaround Strategies on Performance of Firms in the Aviation Industry in Kenya

Cited by 2 publications

References 0 publications

CEO Personality on Strategic Agility and Organisational Performance of Selected Airlines in Kenya

CEO Personality on Strategic Agility and Organisational Performance of Selected Airlines in Kenya

Turbulences associated with the implementation of turnaround strategies at Kenya Airways

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