Social Entrepreneurship Strategies and Competitive Advantage of Tour Firms in Nairobi Kenya

Abstract

Entrepreneurship is well-thought-out to be a vital force of economic growth, as it generates growth and serves as an engine for innovation and revolution. The social entrepreneurship strategies are a major determinant for the firms to thrive in the industry. Organizations that were traditionally not recognized as being entrepreneurial are now required to lean towards social entrepreneurship for survival hence creation of an adequate organizational culture is a vital element of corporate entrepreneurship. The overall objective of the study was to examine the influence of social entrepreneurship strategies on competitive advantage of tour firms in Nairobi Kenya. The research was based on three theories, Schumpeter Theory of Entrepreneurship, Contingency fit theory and resource based theory. The target population for this study comprised of 136 Nairobi tour operators who are affiliates of Kenya Nairobi Association of Tour Operators. The study was collected from chief executive officer, agents and transport managers. Analysis was carried out using multiple linear regression and correlation analysis. It stood out that many tour firms have embraced new business venturing strategy and strategic renewal strategy at moderate extent while innovation at great extent. The study found out that there is constructive correlation between social entrepreneurship strategies and competitive advantage. It was concluded that new business venturing, innovation and strategic renewal were positively related to competitive advantage. The recommendation is that, the leadership of Tour firms should be more commited in incooporating social entrepreneurship strategies and alighn them with cooperate strategy at policy level. Organizations should also have a set of values that are clear and consistent in order to nature its culture and strategic renewal over time as the industry is very dynamic thus the need for clearly defined values. In addition the style of doing business should be very constant and foreseeable. This study was however limited to Kenyan tourism firms and does not act as a justification for countries other than Kenya. It is also time specific as it is based on data collected as of Sepetember 2020 in Kenya.