Authors :
Idi Ochieng Juma Masoud; Dr. Jane Omwenga; Dr. Joseph Ndururi
Volume/Issue :
Volume 9 - 2024, Issue 5 - May
Google Scholar :
https://tinyurl.com/45eskbmm
Scribd :
https://tinyurl.com/4csctfxk
DOI :
https://doi.org/10.38124/ijisrt/IJISRT24MAY1817
Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.
Abstract :
In the evolving landscape of business, successful
organizations of the future will be distinguished by their
ability to cultivate exceptional skills in innovation,
particularly in the realms of strategy development and
organizational design. Innovation, whether manifested in
product development, process enhancement,
organizational methodologies, or marketing strategies,
constitutes a multifaceted and intricate endeavor. It
encompasses various dimensions across a singular firm, its
clientele, and its network of suppliers (Tafti, Abdolvand, &
Harandi, 2019). The study sought to examine the role of
innovative structure on performance of SMEs in Kenya.
The study applied Organizational Control Theory to
investigate the role of innovation strategy implementation
on the competitive performance of manufacturing SMEs in
Nairobi City County, Kenya. The target population
comprised 538 manufacturing SMEs located in Nairobi
City County, chosen due to its cosmopolitan nature and
concentration of manufacturing businesses. Top managers
were selected as respondents because they primarily
handle strategic management issues within organizations.
Stratified sampling was employed to select the sample,
with the population divided into sectors based on the
classification provided by the Kenya Association of
Manufacturers (KMA). The research adopted a positivism
philosophy, aiming to gather empirical evidence to support
its hypotheses. A cross-sectional survey design was utilized,
combining qualitative and quantitative mixed methods.
Data collection relied on a questionnaire, whose validity
and reliability were confirmed through a pilot study.
Statistical Package for Social Sciences (SPSS) version 25
software was used to analyze quantitative data, while
qualitative data underwent thematic analysis and were
presented in narrative form. The analysis included
descriptive statistics to summarize quantitative findings,
which were presented in tables and figures. The study
employed a rigorous methodological approach to
comprehensively investigate the relationship between
innovation strategy implementation and the competitive
performance of manufacturing SMEs in Nairobi City
County, Kenya. The study also computed correlation and
regression analysis to test the relationship between study
variables and test the research hypothesis. The study
concludes that Innovative structure has a positive and
significant effect on the performance of SMEs in Kenya.
The study revealed that centralization, integration, and
decision-making influence the performance of SMEs in
Kenya. This implies that improvement in innovative
structure (centralization, integration, and decision-
making) would improve the performance of SMEs in
Kenya. This study recommends that the management of
manufacturing SMEs in Kenya should formulate and
implement effective strategies of investing in innovative
strategies to increase the SMEs' competitiveness and
improve their performance.
Keywords :
Innovative Structure, Performance of SMEs in Kenya, Organizational Control Theory.
References :
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In the evolving landscape of business, successful
organizations of the future will be distinguished by their
ability to cultivate exceptional skills in innovation,
particularly in the realms of strategy development and
organizational design. Innovation, whether manifested in
product development, process enhancement,
organizational methodologies, or marketing strategies,
constitutes a multifaceted and intricate endeavor. It
encompasses various dimensions across a singular firm, its
clientele, and its network of suppliers (Tafti, Abdolvand, &
Harandi, 2019). The study sought to examine the role of
innovative structure on performance of SMEs in Kenya.
The study applied Organizational Control Theory to
investigate the role of innovation strategy implementation
on the competitive performance of manufacturing SMEs in
Nairobi City County, Kenya. The target population
comprised 538 manufacturing SMEs located in Nairobi
City County, chosen due to its cosmopolitan nature and
concentration of manufacturing businesses. Top managers
were selected as respondents because they primarily
handle strategic management issues within organizations.
Stratified sampling was employed to select the sample,
with the population divided into sectors based on the
classification provided by the Kenya Association of
Manufacturers (KMA). The research adopted a positivism
philosophy, aiming to gather empirical evidence to support
its hypotheses. A cross-sectional survey design was utilized,
combining qualitative and quantitative mixed methods.
Data collection relied on a questionnaire, whose validity
and reliability were confirmed through a pilot study.
Statistical Package for Social Sciences (SPSS) version 25
software was used to analyze quantitative data, while
qualitative data underwent thematic analysis and were
presented in narrative form. The analysis included
descriptive statistics to summarize quantitative findings,
which were presented in tables and figures. The study
employed a rigorous methodological approach to
comprehensively investigate the relationship between
innovation strategy implementation and the competitive
performance of manufacturing SMEs in Nairobi City
County, Kenya. The study also computed correlation and
regression analysis to test the relationship between study
variables and test the research hypothesis. The study
concludes that Innovative structure has a positive and
significant effect on the performance of SMEs in Kenya.
The study revealed that centralization, integration, and
decision-making influence the performance of SMEs in
Kenya. This implies that improvement in innovative
structure (centralization, integration, and decision-
making) would improve the performance of SMEs in
Kenya. This study recommends that the management of
manufacturing SMEs in Kenya should formulate and
implement effective strategies of investing in innovative
strategies to increase the SMEs' competitiveness and
improve their performance.
Keywords :
Innovative Structure, Performance of SMEs in Kenya, Organizational Control Theory.