Influence of Operational Strategies on Performance of Social Entrepreneurship Projects: a Case of Social Enterprise Society of Kenya, Nairobi County

Abstract

Throughout history, social enterprises have presented solutions to social problems that seem intractable, greatly improving the lives of many people in the society through changing the way operational strategies of critical systems such as health, education, employment creation and economic empowerment. Social entrepreneurs identify daunting social problems and implement them on far-reaching benefits to humanity. However, the benefits of social enterprises are increased when they are adequately facilitated and supported. In a largely capitalistic economy, the social enterprise model is not only tough to kick-start but is difficult to maintain. The purpose of this study was to find out influence of operational strategies on performance of social entrepreneurship projects. The study was guided by four objectives which included: influence of product/service competitiveness on performance of social entrepreneurship projects, influence of social finance on performance of social entrepreneurship projects, influence of technology on performance of social entrepreneurship projects, and influence of training on performance of social entrepreneurship projects. The study was guided by two theories that is social entrepreneurship and symbiotic theory. Descriptive survey design was adopted as the study design while complete enumeration of the target population 63 social entrepreneurs who were registered members of Society of Social Entrepreneurs in Kenya (SESOK) provided required data for the study. Census was utilized hence the 63 target population constituted the sample size of the study. Data was collected using questionnaires and interview schedule method. Data was analyzed using both descriptive and inferential statistics with the help of IBM SPSS Statistics version 21. The reliability threshold for the questionnaire was 0.7 and therefore considered to be reliable. Descriptive analysis involved the use of frequencies, percentages, mean and standard deviation in order to summarize the results of the various study variables. Inferential analysis involved the application of Pearson correlation to determine the nature of relationship between the dependent and independent variables. Reliability test for this study was 0.7 hence the instrument was reliable. The study findings revealed that majority of the respondents with an average mean of 4.23 showed that there was positive influence of product/service competitiveness on performance of social entrepreneurship projects and a mean of 3.96 showed that technology influenced performance of social entrepreneurship projects. In addition, a mean of 4.65 showed that training influenced performance of social entrepreneurship projects while a mean of 3.31 showed that social finance influenced performance of social entrepreneurship projects in SESOK, Nairobi County. There was a positive weak correlation between product/service competitiveness, technology, training, social finance and performance of social entrepreneurship projects. The researcher hence recommended there is need for more emphasis to have product/ service competitiveness in order to provide quality and standardized products to be able to satisfy customers’ needs and retention, there should be proper investment, education and awareness on the use of technology to social entrepreneurship projects so as enhance efficiency and effectiveness that promotes performance, training is a vital and essential aspect hence proper and adequate training to be provided to acquire the rightful skills and knowledge in managing the social entrepreneurship projects and ensure there is continuity in availability and affordable finance to social entrepreneurship businesses to enhance their performance and create more awareness on the financial opportunities to these businesses. Further research studies should be carried out in other Counties in Kenya using similar or different variables to evaluate other important factors that are likely to influence of operational strategies on performance of social entrepreneurship projects.