Effect of environmental dynamism on organizational ambidexterity and performance of large manufacturing firms in Kenya
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Date
2020-12-03Author
Mutisya, P. M.
K’Obonyo, P.
Ogollah, K.
Njihia, J. M.
Type
ArticleLanguage
en_USMetadata
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The study sought to examine the effect of environmental dynamism on the relationship between organizational ambidexterity and performance of large manufacturing firms (LMFs) in Kenya. The studies linking ambidexterity to organizational performance are scanty and with mixed findings. The research was founded on dynamic capabilities and contingency theories. Based on the literature review, a conceptual model and hypotheses were formulated to guide the study. Positivism philosophy provided foundation for the research. The population of the study comprised all the 107 large manufacturing firms in Kenya. A census survey was adopted. Data was collected across the large manufacturing firms in Kenya. A structured Likert type questionnaire was used to collect the primary data in respect of predictor variables. The respondents were the senior managers of the large manufacturing firms in Kenya; namely Chief Executive Officers/Managing Directors(CEOs/MDs or General Managers(GMs), or Heads of departments(HODs). Data was analyzed using descriptive statistics, correlations analyses, and regression models. The research results revealed no significant moderating effect of environmental dynamism on the influence of organizational ambidexterity on the performance of large manufacturing firms in Kenya. The study sought to examine the effect of environmental dynamism on the relationship between organizational ambidexterity and performance of large manufacturing firms (LMFs) in Kenya. The studies linking ambidexterity to organizational performance are scanty and with mixed findings. The research was founded on dynamic capabilities and contingency theories. Based on the literature review, a conceptual model and hypotheses were formulated to guide the study. Positivism philosophy provided foundation for the research. The population of the study comprised all the 107 large manufacturing firms in Kenya. A census survey was adopted. Data was collected across the large manufacturing firms in Kenya. A structured Likert type questionnaire was used to collect the primary data in respect of predictor variables. The respondents were the senior managers of the large manufacturing firms in Kenya; namely Chief Executive Officers/Managing Directors(CEOs/MDs or General Managers(GMs), or Heads of departments(HODs). Data was analyzed using descriptive statistics, correlations analyses, and regression models. The research results revealed no significant moderating effect of environmental dynamism on the influence of organizational ambidexterity on the performance of large manufacturing firms in Kenya.
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http://uonjournals.uonbi.ac.ke/ojs/index.php/DBAAMR/article/view/661/663http://erepository.uonbi.ac.ke/handle/11295/154444
Citation
Mutisya, P. M., K’Obonyo, P., Ogollah, K., & Njihia, J. M. (2020). EFFECT OF ENVIRONMENTAL DYNAMISM ON ORGANIZATIONAL AMBIDEXTERITY AND PERFORMANCE OF LARGE MANUFACTURING FIRMS IN KENYA. DBA Africa Management Review, 10(4), 138-152.Publisher
DBA Africal Management Reviw
Subject
Organizational ambidexterity, Moderating effect, Environmental Dynamism, Performance, Large Manufacturing firms in Kenya.Organizational ambidexterity, Moderating effect, Environmental Dynamism, Performance, Large Manufacturing firms in Kenya11PhD Candidate, Department of Business Administration -School of Business, University of Nairobi, Nairobi –Kenya.pmmutisya@hotmail.com2Department of Business Administration -School of Business, University of Nairobi, Nairobi -3Department of Business Administration -School of Business, University of Nairobi, Nairobi -Kenya4Department of Management Science -School of Business, University of Nairobi-KenyaDBA Africa Management Review
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