Browsing by Author "Samo, Yona Israel"

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Effect of Organizational Agility on Performance of Commercial Banks in Nairobi City County, Kenya
(International Journal of Strategic Management, 2025-05-13) Samo, Yona Israel; Wanyama, Kadian Wanyonyi; Okonda, Michael Washika
Purpose: To examine the effect of organizational agility on the performance of commercial banks in Nairobi City County, Kenya, in the context of adapting to market changes and evolving customer demands and regulatory requirements. Methodology: The research employed a mixed-methods design that integrated both quantitative and qualitative approaches to explore the relationship between organizational agility and bank performance in Nairobi City County, Kenya. Quantitative data was collected using structured questionnaires administered to 108 branch and operational managers, focusing on variables such as organizational agility and bank performance. Additionally, qualitative insights were gathered through semi-structured interviews with 38 Chief Executive Officers, which facilitated an in-depth examination of strategic flexibility practices. Participants were selected through stratified random sampling, resulting in a high response rate. The data collection process adhered to ethical guidelines and included a pilot study to ensure the instruments' reliability and validity. Quantitative analysis consisted of descriptive statistics, correlation, and regression analyses, while qualitative data were thematically analyzed to provide comprehensive insights. Findings: The findings on organizational agility in commercial banks in Nairobi City County reveal a high level of adaptability among respondents, with quantitative data collected via eight questionnaire items demonstrating significant agreement across various aspects of agility. The statement with the highest mean score of 4.19 (SD = 0.76) emphasized the bank's focus on actively seeking and valuing customer feedback, while the lowest mean of 4.03 (SD = 0.79) indicated potential improvements in decision making speed related to organizational structure. Overall, all mean scores exceeded 4.00, confirming a strong perception of organizational agility. Additionally, a simple linear regression analysis illustrated that organizational agility significantly predicts bank performance, with an R-value of 0.681 and an Rsquared value of 0.464, indicating that it explains 46.4% of the variance in performance. The unstandardized coefficient for organizational agility was 0.625 (SE = 0.049), suggesting that a one-unit increase in agility is associated with a 0.625-unit improvement in performance. Qualitative interviews with bank executives and managers further supported these findings, emphasizing that organizational agility directly translates into better financial performance and customer satisfaction, thus reinforcing the critical role of organizational agility in enhancing performance within the competitive banking environment. Unique Contributions to Theory, Practice and Policy: The study provides valuable insights for banking executives by highlighting the importance of organizational agility in enhancing responsiveness to market changes. Regulatory bodies can leverage these insights to formulate policies that support the adaptability and resilience of the banking sector. The findings encourage academic researchers to further explore the theoretical connections between strategic management and dynamic environments, thus contributing to the academic discourse on strategic flexibility. Key recommendations for commercial banks emphasize the need to prioritize the development of organizational agility to improve their responsiveness to market changes.
Strategic Partnerships and Performance of Commercial Banks in Nairobi City County, Kenya
(Journal of Business and Strategic Management, 2025-05-17) Samo, Yona Israel; Wanyama, Kadian Wanyonyi; Okonda, Michael Washika
Purpose: This research was to explore how strategic partnerships impact bank performance in Kenya, specifically focusing on evaluating the effect of these partnerships on the performance of commercial banks within Nairobi City County. Methodology: The research utilized a mixed-methods design combining quantitative and qualitative approaches. The study employed structured questionnaires to gather quantitative data from 108 branch managers and operational managers. Qualitative insights were obtained through semi-structured interviews with 38 Chief Executive Officers. Stratified random sampling was used to select participants. Data collection adhered to ethical guidelines and included a pilot study to test the instruments for reliability and validity. Quantitative analysis involved descriptive statistics, correlation, and regression analyses, while qualitative data were thematically analyzed for comprehensive insights. Findings: The study on strategic partnerships within commercial banks in Nairobi City County revealed high respondent agreement on their importance, with the highest mean score of 4.16 (SD = 0.69) for proactive engagement in partnerships. A simple linear regression analysis demonstrated a strong positive correlation (R = 0.653) between strategic partnerships and bank performance, explaining 42.7% of the variance (R² = 0.427). The relationship was statistically significant (F(1,184) = 137.842, p < 0.001), with an unstandardized coefficient of 0.585, indicating that each unit increase in strategic partnerships leads to a 0.585-unit increase in performance. Overall, these findings underscore the critical role of strategic partnerships in enhancing bank performance in a competitive environment. Unique Contributions to Theory, Policy and Practice: The study provides critical insights for banking leaders, policymakers, and academic scholars regarding the importance of strategic partnerships for enhancing strategic flexibility and fostering sustainable growth in the banking sector. It also offers practical recommendations for commercial banks in Kenya to actively pursue strategic partnerships and enhance their responsiveness to market trends