Department of Business and Economics

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Author: search.filters.author.Wanjau, Kenneth https://orcid.org/0000-0002-3146-5324Start date: 2020

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    Effect of Technology Endowment on Open Innovation Success in Medium-Sized Enterprises in Kenya”.
    (Wohllebe & Ross Publishing, 2022-12) Mkala, Mwamisha; Wanjau, Kenneth https://orcid.org/0000-0002-3146-5324; Macharia, Jimmy
    Technology is an infrastructural enabler that ensures success of open innovation (OI) activities in modern enterprises. The Kenyan experience indicates that the OI success strategy for medium enterprises (MEs) hinges on endowment of technological capabilities in operation and management of MEs. Notwithstanding, the aggregate entrepreneurial orientation (EO) of firms seems to be a determining factor in connecting the technological investment and stakeholders’ collaboration to activate the innovation potential of MEs. This study sought to determine the moderating role of EO on the relationship between firms’ technological endowment and OI success of service and manufacturing MEs in Kenya. The data collected were analyzed using Statistical Package for Social Scientists (SPSS) Version 23 and Smart PLS3 application software. The formulated hypotheses were tested using structural equation modelling. The results showed that Technology positively influences OI success; however, they did not confirm that EO moderates the Technology and OI success relationship. While the study recommends a strategic investment in Technology to enhance OI success, it also advises further research into the dynamics of the triple relationship between Technology, EO and OI Success to optimize their combination for enhanced organizational innovation.
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    The influence of shared vision on organizational ambidexterity in coffee marketing co-operative societies in Kenya.
    (2023-07) Wanjau, Kenneth https://orcid.org/0000-0002-3146-5324; Kiai, Richard
    Coffee production in Kenya has plummeted, hurting the economy and worsening social inequality and poverty. Kenyan coffee marketing cooperative associations have failed to boost exports. Coffee is Kenya's main cash crop. Coffee is the country's principal foreign exchange earner, rural employment source, food security source, and revenue source. The reduction in coffee export earnings shows that coffee marketing cooperatives are inefficient and less flexible. This study examines how shared vision affects organizational ambidexterity. This transformational leadership-based study used exploratory and cross-sectional survey methodologies. The target audience was Kenyan coffee marketing cooperatives. The sample size was 242 Kenyan coffee marketing cooperative societies. A self administered, semi-structured questionnaire collected primary data from cooperative society managers. The data was analyzed using descriptive and inferential statistics. Results show that shared vision favorably impacts organizational ambidexterity (R = 0.547, R2 = 0.299), explaining 29.9% of variation. Further, shared vision significantly affected organizational ambidexterity (P-value = 0.00). The study found that shared vision affected organizational ambidexterity. Thus, managers of coffee marketing cooperative societies should constantly discuss their vision with other employees to improve ambidexterity.
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    Mediating Role of Entrepreneurial Leadership on the Relationship between Senior Team Attributes and Organizational Ambidexterity of Coffee Marketing Cooperative Societies in Kenya
    (2023-08) Kiura, Hesbon Mbuthia; Wanjau, Kenneth https://orcid.org/0000-0002-3146-5324; Kiai, Richard
    Coffee has been an important cash crop in Kenya’s agricultural sector. Coffee is a foreign exchange earner to the country, main source of employment in rural areas, providing food security and income for the rural areas. This has been achieved through coffee cooperative societies that process and market coffee for the farmers. There has been a decline in coffee production in Kenya that has caused devastating effects to the economy impacting on social inequality problems and increasing poverty levels.This study was anchored on the transformational leadership theory and it used both exploratory and cross-sectional survey designs. The target population was coffee marketing cooperatives societies registered in Kenya. The sample frame was coffee marketing cooperatives while the sample size was 242 coffee marketing cooperative societies in Kenya. Primary data was obtained from cooperative society managers using a self-administered semi-structured questionnaire. Data analysis was done using descriptive and inferential statistics. Study found out that the entrepreneurial leadership, though found to be meritorious, had its indicators rated below three on average. This means entrepreneurial leadership in terms of innovation influence, creativity and risk taking consideration is still infrequently practiced which explains the reasons behind the low performance by coffee marketing cooperative societies. On mediating role of entrepreneurial leadership on the relationship between senior team attributes and organizational ambidexterity of coffee marketing cooperative societies in Kenya. Entrepreneurial leadership is therefore a very crucial factor when modelling for the practice of senior team attributes towards achieving organizational ambidexterity. The study recommends that all training for coffee marketing cooperative societies include the senior team attributes, the content of organizational ambidexterity and entrepreneurial leadership. This important to enhance practice so as to move the cooperative societies from below to optimal performance
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