| dc.description.abstract | The performance of public universities is a global concern over the last few decades. In
Kenya, this has been demonstrated by challenges such as financial constraints evidenced
by inability to meet their debt obligations and statutory remittances; poor academic
quality marked by low global ranking; inadequate research funding and limited
community engagements. Universities have in the past intervened through Institutional
management practices with little improvement in performance. The specific objectives of
the study were to determine influence of transparency; adherence to management
guidelines; level of public participation and to establish the moderating influence of
sustainability strategies on the relationship between Institutional management practices
and performance of public universities in Kenya. The study was anchored on resource
based and social network theories. The study used a pragmatic philosophy and mixed
research method with a target population of 31 chartered public universities. This was a
census study and the respondents were 230 university top managers. Primary data was
collected using a structured questionnaire and an interview guide. Quantitative data was
analyzed using descriptive and inferential statistics, while qualitative data was analyzed
using content analysis. Findings revealed that Institutional management practices had a
statistical significant influence on performance of public universities in Kenya (adjusted
R 2 0.37, P 0.000) with level of transparency adjusted R 2 0.307, P 0.000; adherence to
management guidelines R 2 0.309, P 0.000 and level of public participation adjusted R 2
0.226, P 0.000. The study also established that sustainability strategies moderated the
relationship between Institutional management practices and performance of public
universities in Kenya. The regression analysis revealed that Institutional management
practices alone accounted for 52% of the variation in performance of public universities
(adjusted R 2 =0.52). Sustainability strategies accounted for 39% (adjusted R 2 =0.39). The
interaction term (Institutional management practices and sustainability strategies)
accounted for 72 % of the variation in performance of public universities. These results
were in agreement with the findings of qualitative data analysis. The study concluded that
implementation of sustainability strategies combined with adherence to good Institutional
management practices are essential strategies that public universities can adopt to
improve their performance. The study recommended that public universities should
implement sustainability strategies alongside good Institutional management practices so
as to remain competitive and relevant. | en_US |
