| dc.description.abstract | The study conceptualized a relationship between TMT demographics, corporate strategy, organizational structure, and performance. TMT demographics have been postulated to determine performance, however; this situation has been majorly tautological and, therefore, needed a lot of empirical examination. Although implied, the role played by corporate strategy in connection with TMT demographics and performance is inconclusive. The study sought to establish how corporate strategy and organizational structure are associated with TMT demographics and performance of Kenyan SCs. The objectives had corresponding hypotheses which were stated and tested at 95 percent confidence level. This research employed a cross-sectional survey whereby a semi-structured instrument was adopted to acquire data. The questionnaires were distributed and picked from a sample of 117 Kenyan SCs from which 98 were filled and remitted. This yielded 83.76 percent as a response rate. The study is anchored on five theories: upper echelons, configuration, institutional, behavioural, and stakeholder theories. The study was anchored on the positivistic research philosophy. The research adopted descriptive and inferential statistics for data analysis purposes. Examples of the descriptive statistics that were employed included standard deviation, frequency distribution, coefficients of variation (CVs), mean, and one sample t-tests. On the other hand, inferential analysis included regression analysis to test hypothesis. Through multiple and hierarchical regression analyses, research results illustrated that TMT demographics significantly influence the way Kenyan SCs perform, this benefited the upper echelons theory’s predictive nature. Corporate strategy was found to mediate the association that exists between TMT demographics and performance. Organizational structure had a significant moderating outcome in association with TMT demographics and performance. TMT demographics, corporate strategy, and organizational structure had a strong positive influence on performance. These findings of the study led to comparisons with the proposition of the theories in the study to test their applicability and hence their implications in the context of Kenyan SCs. The configuration theory has gained substantial boost from the study because TMTs in Kenyan SCs that were able to attain congruence amidst their corporate strategy and structure created a better performance. Institutional theory is supported as it is applicable in the areas that affect SCs’ policies, strategies, structures, and TMTs procedures and hence influence performance. Behavioural theory focuses on TMT in strategy drafting and execution premised on which kind of organizational structure they use leading to performance. The stakeholder theory is rooted in the definition of organizations as groupings of stakeholders and ultimately how they influence performance. The study has given direction for day-to-day managerial practice as well as policy at both organizational and governmental levels. Managerial practitioners may consider instituting and implementing specific strategies from which a specific TMT demographic characteristic can flourish. At policy level, the Government of Kenya will benefit from the study by developing guidelines and policies which will outline the TMT demographics required and hence SCs will recruit TMTs having the right demographics and develop strategies that will bring stellar performance. The limitations of the research pin-points some areas requiring further research. For example, a qualitative study having culture and leadership as variables could be reviewed for further study. | en_US |
