The relationship between working capital investment policy and profitability of manufacturing firms in Kenya
Abstract
In the recent past International Non-Governmental Organization operating in
Kenya has experienced rapid increase in number and scale of activity resulting to
increased turbulence in the NGOs environment. This turbulence has lead to
International Non-Governmental Organizations develop competitive strategies that
will enable the organizations gain competitive advantage. The researcher
undertook a study to determine the competitive strategies International Non-
Governmental Organizations adopt to achieve competitive advantage and whether
those strategies influence their performance. The study employed descriptive
research and survey strategy, the data was analyzed using descriptive statistics and
the findings were presented in frequency tables. The study found out that strategic
alliance was applied to a great extent as a competitive strategy by International
Non-Organizations; other strategies applied were innovation and quality
programming. The study also found out that learning and growth perspective
performance was fair which demonstrates a gap that requires to be curbed. Intense
global competition requires that organizations continually improve their
capabilities for delivering value to customers and shareholders. Organizational
learning and growth come from three principal sources people, systems, and
organizational procedures. Scorecards typically reveal large gaps between the
existing capabilities of people, systems, and procedures and what is required to
achieve breakthrough performance. To close these gaps, businesses have to invest
in improving the skills of employees, enhancing information technology and
systems, and aligning organizational procedures and routines (Kaplan and Norton,
1996).
Publisher
University of Nairobi School of Business