The Intervening Effect of Corporate Strategy on the Relationship between Transformational Leadership and Enterprise Risk Management Adoption by Commercial State Corporations in Kenya

In today’s dynamic and competitive business environment, organizations are adopting the enterprise risk management framework to address the inadequacies in risk management in entities. Operating in today’s dynamic and competitive business environment organizations are faced with ever evolving risks as they implement their strategic objectives in order to create value. This study examined the intervening effect of corporate strategy on the relationship between transformational leadership and enterprise risk management adoption. This research adopted a positivist research philosophy and cross-sectional survey design approach. The target population comprised all the Commercial State Corporations in Kenya listed in the register of State Corporations Advisory Committee (SCAC) as at January 2021. The unit of analysis was the 52 Commercial State Corporations and unit of observation was top management of each entity. The study used primary data which was collected through structured questionnaires. The Statistical Package for Social Sciences (SPSS version 22) was used in regression modeling for prediction and causal inferences between study variables. The study findings indicated a partial mediation effect on the mediating role of corporate strategy on the relationship between transformational leadership and ERM adoption. The objective was achieved. The study recommends that the commercial state corporations should anchor the ERM adoption activities and other management programmes in the corporate strategic plan for effective execution. In addition, the corporate strategic plan should be cascaded to stakeholders to enhance ownership and design policy to ensure the implementation of the corporate strategic plan is effectively monitored. Keywords: Corporate Strategy, Transformational Leadership, Enterprise Risk Management & Commercial State Corporations

Generic Competitive Strategies and Organizational Performance in Manufacturing Industries in Rwanda: A Case of Sulfo Industries Ltd

The business models incur high costs, limited uniqueness of feature of products and fewer resources that present the significant negative effect on organization performance. The overall study of this research is to assess generic competitive strategies and organization performance in Rwanda. The specific objectives were to determine the effect of cost leadership strategy on performance of Sulfo Industries Ltd, to examine the effect of differentiation strategy on performance of Sulfo Industries Ltd and to assess the effect of focus strategy on performance of Sulfo Industry Ltd. In research methodology, researcher used a descriptive research in both quantitative and qualitative. The target population was 135 from which a sample of 100 respondents was selected using formula developed by Slovenes. Therefore, researcher used a simple random sampling technique and data were analyzed using Statistical Package for Social Science version21. Findings and recommendations for this research provided a clear understanding and guidance for better management of Sulfo Industries Ltd. The information collected from respondents showed that 83.2% strongly agreed that Sulfo Industry applies generic competitive strategies where low costs led to desired performance. This was also agreed or confirmed by 13(12.9) of surveyed respondents. Therefore, differentiation strategy shows the uniqueness and premium price of products. This was as strongly agreed by 37(36.6) and 81(60.4) respectively. The information collected also revealed that 64(63.4) of surveyed respondents strongly agreed that the focus strategy aims at increasing the market share in a niche market to achieve performance. This was also agreed by 33(32.7) of surveyed respondents. However, the magnitude of association is indicated by regression of 1.040, which is statistically significant as the p-value is 0.000 as < 0.05. Moreover, it is highly recommended to maintain generic competitive strategies of Porters, which play a great role on organization performance within competitive market. The industry needs to establish code of conducts, undertake training opportunities, reduce unnecessary cost and encourage quality and quantitative products all these will lead to the desired performance. Keywords: Generic Competitive Strategies, Organizational Performance, Manufacturing Industries, Sulfo Industries, Rwanda

Effect of Strategy Implementation on Performance of Chemelil Sugar Company in Kisumu County, Kenya

The performance at Chemelil Sugar Company in Kisumu County has been unsatisfactory and thus, the study sought to examine whether strategy implementation can affect the performance. The study was underpinned on resource-based view theory. The descriptive research design was deemed relevant to the study. The target population was 60 and the key respondents incorporated the heads of departments. The sample size was 60. The study adopted the purposive sampling technique and questionnaires were used to collected the data. The analysis of the data was done using descriptive and inferential statistics. The results of the study showed that strategy implementation affect performance positively. The strategy implementation can be determined by resource allocation, stakeholders, communication and structure. The correlation analysis showed there was a strong positive relationship between performance and strategy implementation. The coefficient of determination (r2=.424) indicated that 42.4% of the variation in organizational performance can be explained by strategy implementation. The regression results established that strategy implementation is positively and significantly related to performance (?= .883, t = 2.847, p = .016). Hence, unit increase in strategy implementation while holding all other factors constant, increases performance by 0.883 units. The study recommended the improvement of strategy implementation through enhanced resource allocation, stakeholders, communication and structure could improve the performance of the organization. The allocation of the resources need to be adequate to foster the strategy implementation. It is suggested that stakeholders' skills to be matched with their responsibilities. The managers to create maximum awareness to employees when implementing new policies and effective structure be developed to encourage information sharing between departments. Keywords: Strategy implementation, performance, Chemelil Sugar Company, Kisumu County, Kenya

Effect of Environmental Scanning on Performance of Chemelil Sugar Company in Kisumu County, Kenya

The environmental scanning been recognized as a vital management tool for well-performing companies. It includes collecting information within the organization's internal, industrial, and external environment that affect performance. The performance Chemelil Sugar Company in Kisumu County has been incompatible with the company's envisage strategic development plan. The company posted a loss of K.sh 821 million in the year June 2018, which is an increase compared to the loss of K.sh 767.25 million incurred in 2016. This formed the motive of the study to examine the effect of environmental scanning on the performance of Chemelil Sugar Company. The study was anchored on open system theory. The research adopted a descriptive research design. The target population was 60. The study focused on the heads of departments as the key respondents. The research instruments used in the study were questionnaires. The study conducted a census because the population size was small and for accuracy. The study applied purposive sampling technique. It was found that environmental scanning is positively and significantly related to performance. The results of regression analysis established that environmental scanning is positively and significantly related to performance (?=.840, p =.035). Thus, a unit increase in environmental scanning practices while holding all other factors constant, increases performance by 0.840 units. The study recommended that the company need to look at the internal analysis, industrial analysis and external analysis to maintain a higher performance level. The company can regularly analyze its industrial environment to determine its opportunities and threats using Porter's Five Factor analysis tool. In addition, it is recommended that the company need to regularly analyze its internal environmental factors to determine its strengths and weaknesses using SWOT as an analysis tool. Conducting environmental audit is necessary and the company needs to prepare plans to cope with dynamically changing environments. Keywords: Environmental scanning, performance, Chemelil Sugar Company, Kisumu County, Kenya

Porter’s Generic Strategies and Market Share Growth of Skol Brewery Ltd in Rwanda

The purpose of this study was to examine porter’s generic strategies and market share growth of Skol Brewery in Rwanda. The specific objectives were to: determine effect of cost leadership, differentiation, and market focus on market share growth of Skol Brewery in Rwanda. The target population consists of 287 staff members of Skol Brewery Ltd. The study used simple random and purposive sampling techniques to select a sample of 167 employees. Quantitative data was obtained using questionnaire while a documentary checklist was used to obtain secondary data. Descriptive and inferential statistics were used for quantitative data analysis while content analysis was used for qualitative analysis. Results on cost leadership show a tight cost in all business activities (mean of 4.333), economies of scale (mean of 3.666), and efficient cost saving for designs (means of 4.000) and effective operational cost reduction (mean of 3.666) were used as a cost leadership component. A positive correlation was found between cost leadership and sales (r=231**, p=0.006), investment rise (r=.159**, p=0.043) and profit margin (r=.174**=0.014).Results on differentiation felt that cost allocated to the control of quality of goods and services (mean of 4.333), effort in reputation management (mean of 4.000), names (mean of 4.833). A positive correlation was between differentiation and sales (r=.274**, p=0.039), investment rise (r=.187, p=0.035) and profit margin (r=.324, p=0.032).Results on market focus found that marketing specification for products (mean of 3.833) is the measurement that has the highest level of application. A positive correlation was between market focus strategy and sales (r=.854**, p=0.018), investment (r=.873**, p=0.035) and profit margin (r=.750**, p=.0.036). The study concludes that there is no significant relationship between porter strategies and market share growth. The study recommends that management of the brewery company should evaluate implementation of cost leadership, conduct a study on market focus to respond to market niches as any gap in customer centric products would yield customer non responsiveness, benchmark differentiation, and hire competent staff to achieve its success. Keywords: Porter’s Generic Strategies, Cost Leadership Strategy, Differentiation Strategy, Market Focus Strategy, Market Share Growth

Strategic Management Practices and Service Delivery at Public Hospitals in Kenya: A Case of Kenyatta National Hospital

The aim of this research was to investigate influence of strategic management practices and service delivery at public hospitals in Kenya: a case of Kenyatta National Hospital. Specifically, the study aimed to investigate the effect of communication and capacity building on service delivery in KNH. The Sustainable Development Goals were adopted by the United Nations General Assembly in 2015 as a call to action to end poverty and protect the environment. The third goal of the Sustainable Development Goals is to promote health and well-being among people of all ages. The aim was to reduce maternal mortality to less than 70 per 100,000 live births by 2030. Kenya is, however one of the countries where the target of sustainable development has not been achieved. Among other variables, this was due to service delivery in health facilities. As the largest referral hospital, KNH is also facing service quality problems. The challenges lead to sluggish patient diagnosis and care, unduly long appointments leading to insufficient treatment adherence, and high population expectations for outstretched services. This research used a descriptive style. The Krejcie and Morgan formula was used to generate a sample size of 346 people from a target population of 3,006. To determine the sample size, stratified proportionate sampling was used. A pilot research was conducted to ensure that the instruments were valid. Descriptive and inferential method were used to analyze the results. Students, scholars, and KNH decision-makers should all learn from this research. The study established that there was a statistically significant influence of communication on service delivery at public hospitals in Kenya. The study also revealed that there was a statistically significant effect of capacity building on service delivery at public hospitals in Kenya. Keywords: Capacity building, Communication, Strategic management practices

Strategic Innovation Management (SIM) Practices and the Efficiency of State Owned Enterprises Perspective from Mexico City, Mexico

Strategic Innovation Management is critical for firms that are in pursuit of improved efficiency and their reward is often an increase in their profits and their market share. Process of Strategic Innovation Management is strongly associated with organizational learning and refers to ability of organization to generate, accept and implement new ideas, processes, products or services. The primary goal of process innovation is to generate a notable increase in productivity or to drive down costs significantly. This approach can help organizations achieve major reductions in process cost, improvements in quality, service levels and other business objectives. Strategic Innovation Management is contributor to creation of new markets and products for the market, however even after the benefits of Strategic Innovation Management has been established the impact of Strategic Innovation Management on efficiency of State Owned Enterprises has remained misunderstood. The specific objectives of the study were; to establish the effect of Service innovation on the efficiency of State Owned Enterprises in Mexico City, to establish the effect of product innovation on the Efficiency of State Owned Enterprises in Mexico City. The study used a desk study review methodology where relevant empirical literature was reviewed to identify main themes. Result findings from literature-based review indicated that innovation had positive and significant influence on the efficiency of State Owned Enterprises. It was recommended that innovation information should be available particularly to regulatory and advisory bodies for guidance to the State Owned Enterprises on the need to craft and employ sound strategies geared towards continuously embracing innovativeness since innovation leads to improved financial efficiency. Keywords: Product Innovation, Service Innovation, Efficiency.

Strategic Planning and Crisis Management in Textile Sector in Turkey

Textile industries in Turkey are confronting changing difficulties at various times in this new millennium. Consequently, the world is becoming smaller in operational extent due to progress in information and communications technologies and other modern advances. The fractious cultural movements that induce successive crisis are confronted by organizations that risk their property, and therefore their on-going prospects. These have lately presented themselves in a variety of failures that range from financial failure, epidemics, and other natural calamities; violent actions among staffs and from terrorist factions as well. The private sector is confronting change as varied organizations experienced transitions, as a result of strong competition and compelling technological advances that arise during periods of socio-economic and political progress. Firms do not manage these factors by themselves but will respond to changes if they are required to strategically devise schemes. Planning for crises and responding appropriately to them, will make the firm improves its abilities to survive and thrive. Crisis management focuses on coping with threats, while strategic planning focuses on revealing opportunities. The use of strategic planning in the time of crisis will significantly benefit the firm by having advantages to operate and compete and also to have resilience in dealing with uncertainties. Therefore, to be resilient, firms will need to use intensively strategic planning in turbulent and changing situations in order to survive and thrive. It is the responsibility of managers and leaders in firms to consider all these types as possibilities for crises and have strategic and tactical plans, as a result crises could be rapidly resolved or prevented from happening. Strategic planning is critical to make sure that the textile sector is prepared to meet future difficulties. Modern strategy-oriented planning comprises a lengthy system for realizing a vision or managing future environmental conditions. The processes are neither fully prescriptive nor fully clear. Given this assumption, we typically characterize strategy-oriented planning processes in terms of structured activities that continually cover objectives and mission, survey the competitive environment, analyses strategic options, and coordinate implementing activities throughout an entire organization. Keywords: Strategic Planning, Crisis Management, Textile Sector, Turkey