Change is a constant in the life of an organization. To keep up with the turbulent and dynamic environment, organizations need to monitor and execute changes impacting their processes, people and products inorder to adapt to the ever-changing business environment (Strategic fit). Their survival and performance is largely dependent on how they manage and adapt to the changes. Management of strategic change entails attaining desired change outcomes within the organization by managing the human side of the change process through adoption of coherent and extensive strategy. REK Plc has undergone numerous strategic changes which include acquisition and merger of KenolKobil Plc and Gulf Energy Holdings Ltd, rebranding of KenolKobil and Gulf Energy Holdings branded service stations to the RUBiS brand, organizational restructuring, Cultural change initiative and top leadership change. This research study sought to establish how REK Plc manages its strategic changes.The study was predicated by dynamic capability theory and supported by resource-based view theory and Lippitt’s seven-phase model of planned change. The study adopted case study design and relied on both primary and secondary data. Primary data was collected using interview/discussion guide where four senior managers at REK Plc were interviewed. Secondary data was obtained from relevant websites, library databases and reports. Data collected was qualitative in nature and was analyzed using content analysis technique that provided for the examination of pertinent themes, contents and concepts relevant to the study and inferences made thereof. The research study established that REK Plc had adopted numerous change management practices which included strategic leadership, open and relentless communication, employees and key stakeholders engagement/involvement and management, use of an experienced change management consultant and adoption of values-based organizational culture.The study further predicated that the organization had embraced organizational learning and innovation as a ploy to out-think their competitors and attain competitive advantage. The study recommends that REK Plc should monitor and evaluate its strategic changes continuously to align strategic results to the expected strategic outcomes and translate its identified values into behaviours and attitudes that its employees should embody/typify to enhance the capacity of the organization to thrive. Moreover, the study recommends that REK Plc should leverage on learning and innovation to enhance their agility, spur ideas and innovations as a retort to the increasingly unpredictable and dynamic environment. Finally, the study suggests that further research should be carried out at REK Plc post 2023 to contextualize how t

URI http://erepository.uonbi.ac.ke/handle/11295/162433 Publisher University of Nairobi Rights Attribution-NonCommercial-NoDerivs 3.0 United States Usage Rights http://creativecommons.org/licenses/by-nc-nd/3.0/us/ Collections Faculty of Arts & Social Sciences, Law, Business Mgt (FoA&SS / FoL / FBM) [24361]

The research focused on the effects of tax reforms on tax revenue in the 40 quartiles between the financial years 2012/13 and 2021/22. It took the form of a country case study and thus focused only on Kenya’s tax collection agency, the Kenya Revenue Authority. Five chapters were used to present the research with chapter one focusing on the introduction, two on literature review, three on research methodology, four on data analysis, results and discussion, and five on summary conclusion and recommendations. The study variables included tax revenue for the dependent and tax reforms, exchange rate, GDP and inflation for the independent variables. Significant theories of tax reforms like the Optimal and Second best theories, and several empirical research outcomes were utilized in the study. Secondary data was sourced from reliable government entities like KRA, KNBS, CBK, the World Bank and so forth. The regression model alongside correlation was used in data analysis. The findings indicated that of the four predictor variables, the GDP had a more significant effect in determining changes in tax revenues. Tax reforms led to insignificant increases in tax revenue for the 40 quartiles studied. Increases in exchange rate, though positively correlated with tax revenue, had an inverse regression relationship with tax revenue hence an increase in Kshs. to the USD lowered tax revenue. The findings further indicated that increases in inflation decreased tax revenue. The research wrapped up by providing recommendations like the need to make continuous revision and moderation of tax reforms, limitations of the study like the focusing only on one agency (KRA), and suggestions for further studies like the need to incorporate tax elasticity and buoyancy measures in further likewise studies.

URI http://erepository.uonbi.ac.ke/handle/11295/162435 Publisher University of Nairobi Rights Attribution-NonCommercial-NoDerivs 3.0 United States Usage Rights http://creativecommons.org/licenses/by-nc-nd/3.0/us/ Collections Faculty of Arts & Social Sciences, Law, Business Mgt (FoA&SS / FoL / FBM) [24361]

URI http://erepository.uonbi.ac.ke/handle/11295/162441 Publisher University of Nairobi Rights Attribution-NonCommercial-NoDerivs 3.0 United States Usage Rights http://creativecommons.org/licenses/by-nc-nd/3.0/us/ Collections Faculty of Arts & Social Sciences, Law, Business Mgt (FoA&SS / FoL / FBM) [24361]

This study aimed at establishing Employee Organizational Identification (EOI) - Employee Performance relationship in the motor vehicle industry in Kenya. In addition Affective Commitment, Organizational Support and Organizational Citizenship Behaviour (OCB) were applied in the study as mediating and moderating variables respectively to further test the explanatory strength of EOI - employee performance relationship. The study further tested the joint influence of all the variables thus EOI, affective commitment, organizational support and OCB on employee performance. The motivation of this study arose from the coincidental resemblance in findings on Gallup's (2015) survey and that by CFAO (2019) that, 70% of employees did not identify with their organizations. That similarity of findings was intriguing and informed the researcher’s decision to carry out the study. This study was anchored on social identification theory (SIT) because it has been shown to effectively explain the social identification perspective. In addition, two factor theory and social exchange theory (SET) were also adopted as supporting theories. The study had five objectives and five corresponding hypotheses. The study tested the objectives through the formulated corresponding hypotheses. On research methodology, the study adopted positivism philosophical approach because of its focus on quantitative evidence through test of hypothesis to prove theories and objectively predict outcomes. The study was based on descriptive cross sectional survey design. Data for analysis was obtained through structured questionnaires. Study sample was 332 respondents who were drawn from the 10 companies in the industry through simple random sampling method. The statements were measured on 5 point Likert scale format. Data analysis was done by use of regression models and results presented as descriptive and inferential. Outcomes were presented in tables and figures. The findings showed that EOI significantly influenced employee performance. It also showed that affective commitment partially mediated EOI - employee performance relationship. The study further showed that organizational support and OCB moderated EOI - employee performance relationship. The study finally established that the joint influence of EOI, affective commitment, organizational support and OCB on employee performance was significant. However, the study found that the role of organizational support was insignificant in the joint influence. The study also revealed that the power of EOI negatively diminished in the joint influence. The significant results of the study contributed to SIT, Two factor theory and SET postulations. Study findings also contributed to organizational policies and practices by bringing a better insight and understanding of employee performance behaviours. The study has proven that the interaction of EOI, affective commitment, organizational support and OCB positively influence employee performance. The study had limitations of subjectivity that may have crept in due to employee’s attitude and bias but mitigating measures were taken effectively. The study suggested that further study be done using the same variables on a longitudinal design to determine the consistency of outcomes on the influence of EOI on Employee Performance with the mediating role and moderating influence of affective commitment, organizational support and OCB respectively. Further, the study recommends that motor vehicle organizations in Kenya should adopt EOI, affective commitment, organizational support and OCB factors to enhance employee performance, and that a similar study be done in the public sector in Kenya for generalization of findings.

The study sought to establish the influence of strategy evaluation on organizational performance of the Kenya Revenue Authority. The study was guided by the following objective; to establish the influence of strategy evaluation on performance of KRA. A case study design was adopted and data was obtained in its primary form supported by the interview guide. Data in this study was gathered in its qualitative form and its analysis was guided by content analysis. Only one unit of analysis was used being KRA. The findings were presented in propose and figures. The study observed that strategy evaluation was being carried out at KRA on a monthly, quarterly, semi-annually and annual basis. The relevant strategy evaluation practices that had been adopted by the authority include customer satisfaction evaluation, revenue risk areas evaluation and performance appraisal, internal and external audits correction of challenges in performance, assessment of external and internal forces and business evaluation. Strategy evaluation had positively contributed towards an improvement in customer satisfaction despite the inability of the authority to meet revenue collection targets. The study recommends that in order to enhance strategy evaluation process at KRA, there is need to invest more resources in strategic planning, frequent field visits and impact evaluation of the strategy. There is need to implement recommendations at end of the strategy evaluation process. Annual reviews should be adopted instead of quarterly or semi-annual reviews at KRA.

Background: Respiratory distress syndrome (RDS) is the commonest complication of preterm infants and remains one of the major public health issues that contribute to neonatal mortality and morbidity, especially in Africa where 80% of neonatal mortality is estimated to be caused by preterm complications. Due to aggressive mechanical ventilation complications, a lot of strategies have been put in place to manage RDS and reduce its mortality including surfactant and less invasive modalities like continuous positive pressure (CPAP) ventilation. Nowadays, CPAP is the preferred mode of RDS treatment. However, CPAP is not easily accessible to every preterm infant in the low and middle-income countries (LMICs) and may be the case in Kenya. Objectives: The objectives were to determine the proportion of preterm infants with RDS admitted to the newborn unit (NBU) at Kenyatta National Hospital (KNH) with a missed opportunity (within 48 hours of life) for CPAP, and to determine the barriers and facilitators of CPAP utilization. Methodology: This was a hospital-based cross-sectional study that employed interactive explanatory concurrent mixed methods at the NBU in KNH. The study population was mainly preterm neonates (<37 weeks) within forty-eight hours of life who had signs of moderate respiratory distress (Silverman Anderson Score 4-6) or met the criteria for prophylactic CPAP (GA28-30 weeks or BW 1000g -1300g) from 28th July to 29th November 2021 (Quantitative arm). Participants who met the inclusion criteria were recruited consecutively until the desired sample size was reached. The qualitative arm was to determine the barriers and facilitators of CPAP utilization. The key informants were mainly; neonatologists, neonatal fellows, pediatric registrars, medical officers, nurses, and equipment nurse who utilize CPAP daily in their work from the newborn unit, procurement officer, and a biomedical engineer. These interviews happened from September to October 2021. Data was integrated by merging two data sets for analysis and a joint display was used whereby the quantitative and qualitative data were listed in different sections with an integrative statement. Results: A total of one hundred and sixty-seven term neonates were reviewed and analyzed. Fifty six of these children (33.5% [95% CI 59.0% - 73.2%]) missed the opportunity to receive NCPAP. Missed opportunity for prophylactic group and Silverman Anderson Score group was 44.7 (34.1% - 55.9%) and 24.2 (16.5% - 33.9%) respectively. Twenty key informants were interviewed and the facilitators of NCPAP use reported were: i) the training and mentorship of health workers, ii) availability of NCPAP machines, iii) KNH being a referral hospital and conditions of referrals, iv) global evidence that NCPAP use is beneficial, v) development of xii technology, and vi) there was a need for NCPAP use. Barriers to NCPAP use were mainly: i) the inadequate number of NCPAP machines, ii) inadequate training and mentorship, iii) inadequate and inappropriate size of NCPAP consumables, iii) staff shortage, iv) faulty CPAP and v) long servicing turnaround time, vi) long cleaning turnaround time, vi) infrastructure challenges e.g. limited space in the unit, and vii) insufficient utilities like oxygen outlet points. Conclusion: The proportion of the missed opportunity for NCPAP at the NBU in KNH was found to be high (33.5%). Barriers to NCPAP use were mainly related to medical products and technologies, health workforce related challenges, and service delivery. We recommend the provision of more NCPAP machines, human resource support, frequent training/CMEs/mentorship, infrastructure improvement, the adequate and appropriate size of consumables, and promotion of family-centered care to support more preterm neonates in need and also for the quality of care improvement.

This study sought to examine the effect of business continuity strategies on performance of commercial banks in Kenya. The study was anchored on two theories namely the contingency theory and the institutional theory. The target population for this study is 42 Commercial Banks Kenya. Primary data was collected using self-administered questionnaires. A response of 34 questionnaires were returned yielding a response of 81%. . (How was analysis done?) The regression analysis findings revealed a statistically significant effect of business continuity on organizational performance of commercial banks as shown by significance level of 0.000 which is <0.05. This affirms that the model is statistically fit as an estimator of bank performance. The coefficient of determination (R2) 0.519 value implied that 51.9 % of performance of commercial banks is attributed to business continuity practices namely management support, organizational preparedness, embeddedness to continuity practices and adaptation to external environment. The coefficients output in the regression model show that management support, organizational preparedness, embeddedness to continuity practices and adaptation to external environment have a positive and statistically significant impact on bank performance. The study recommends the need for the top management to continue supporting the business continuity plans through adequate resourcing through purchase of sophisticated risk detection systems and inviting professionals to enlighten the staff on matters to business continuity, constant lookout for information to timely predict and respond to global shocks which is achievable by having a competent team that is able to forecast and simulate scenarios for appropriate action, setting up a business continuity department and keeping an eye to cautious to ensure that the measures blend with our local circumstances do not strain the local systems and resources and ultimately drive performance

An organization is said to be strategically agile when is it able to understand the environment in which it operates in, identify changes in that environment and adopt a swift reaction to those changes in order to achieve competitive advantage over other companies. The strategies a company uses to respond to environmental changes are crucial to its performance and could lead to achievement of competitive advantage. The objective of this study was to establish the influence of strategic agility on competitive advantage in Simba Corporation Limited, Kenya. The research was anchored on the theory of competitive advantage and Institutional theory. The study adopted a case study research design and data was collected using interviews. The data was then analyzed using content analysis and presented in prose form. Product agility, business model agility, Information technology agility, quality agility and human resource agility were recognized as the agility strategies used by Simba Corporation Limited, Kenya to achieve competitive advantage. Product agility helps the company to meet changing customer demands therefore increase market share. Information technology helps to ensure accuracy in data analysis and processing. Quality agility ensures compliance to quality standards and regulations thereby making the company attractive to potential investors and business partners. The study emphasized that competitiveness of any company depends on how agile the company is in response to environmental changes. The study recommends that Simba Corporation should consider accelerating its regional expansion drive to enjoy a less saturated east and central African market which guarantee reduced competition and ultimately better growth prospects. The study also recommends a policy framework to be created by the management and owners of Simba Corporation limited Kenya, to promote strategic agility which will increase Simba Corporation’s competitiveness. The study further recommends regular documentation of implemented strategic agilities in order to keep track on progress of the company. The study also recommends involvement of each staff member in the process of developing new strategies in order to promote strategic agility which will in turn lead to competitive advantage in the organization.