Dynamics of Strategic Agility Enablers on Corporate Performance of Unclaimed Financial Assets Authority in Kenya

Authors

  • David Kandia Masai Moi University, Kenya
  • Jane Sang Moi University, Kenya
  • Robert Odunga Moi University, Kenya

DOI:

https://doi.org/10.70641/ajbds.v1i1.53

Keywords:

Technology, Partnership, Strategic Agility, Enablers, Corporate Performance

Abstract

The study aimed at investigating the effect of strategic agility enablers on corporate performance of Unclaimed Financial Assets Authority in Nairobi City County, Kenya. The research was anchored on the need of understanding how strategic agility through its various enablers can effectively be harnessed to enhance performance of organizations. The specific objectives of the study were to; assess the effect of technological innovations on corporate performance of Unclaimed Financial Assets Authority and examine the extent to which strategic partnerships impact corporate performance of Unclaimed Financial Assets in the Authority. The study adopted a mixed methods research approach in which an explanatory research method was used. The findings on technological innovations showed a positive relationship with corporate performance of Unclaimed Financial Assets Authority with a mean of 2.3833 while on strategic partnerships there was also in a relationship with corporate performance of Unclaimed Financial Assets Authority. The study concluded that on the technological innovation front, the Authority used internet banking to a moderate extent, digitalised processes was used to a moderate extent, business intelligence technology was used to a moderate extent while accessible and flexible databases was used to a moderate extent, too. With regard to strategic partnership, the Authority adopted outreach partnerships to a great extent, brand partnerships were adopted by the Authority to a moderate extent, product partnerships were used by the Authority for greater performance to a moderate extent, financial partnerships were used by the Authority for greater performance to a moderate extent and technology partnerships were used by the Authority for greater performance to a moderate extent. The study recommended UFAA to prioritize ongoing investment in technological innovations with the view to streamline processes, improve service delivery, ensure regulatory compliance, and enhance financial performance.

References

Ahammad, M. F., Glaister, K. W., & Gomes, E. (2019). Strategic agility and human resource management. Human Resource Management Review, 30(1), pp. 1-3.

Ashrafi, A., Ravasan, A. Z., Trkman, P., & Afshari, S. (2019). The role of business analytics capabilities in bolstering firms’ agility and performance. International Journal of Information Management, 47, pp. 1-15.

Aubry, M., & Hobbs, B. (2011). A Fresh Look at the Contribution of Project Management to Organizational Performance. Project Management Journal, 42(1), 3-16. https://doi.org/10.1002/pmj.20213

Boer, H., Berger, A., Chapman, R., & Gertsen, F. (2017). CI Changes from Suggestion Box to Organizational Learning: Continuous Improvement in Europe and Australia. Routledge.

Clauss, T., Abebe, M., Tangpong, C., & Hock, M. (2019). Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation. IEEE Transactions on Engineering Management, 1–18. https://doi.org/10.1109/TEM.2019.2910381

Creswell, John W., and J. David Creswell. (2018). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. Thousand Oaks, CA: SAGE

Hassan, M. and Giouvris, E. (2019). Financial institutions mergers: a strategy choice of wealth maximisation and economic value. Journal of Financial Economic Policy, Vol. 12 No. 4, pp. 495-529.

Islam, M. N., Furuoka, F., & Idris, A. (2021). Mapping the relationship between transformational leadership, trust in leadership and employee championing behaviour during organizational change. Asia Pacific Management Review, 26(2), 95-102

Kale, E., Aknar, A., & Başar, Ö. (2019). Absorptive capacity and firm performance: The mediating role of strategic agility. International Journal of Hospitality Management, 78, pp. 276-283.

Klammer A, Gueldenberg S, Kraus S, O’Dwyer M (2017) To change or not to change–antecedents and outcomes of strategic renewal in SMEs. Intern Entrepreneurship Management Journal, 13(3):739–756

Komodromos M, Halkias D, Harkiolakis N (2019) Managers’ perceptions of trust in the workplace in times of strategic change: The cases of Cyprus. Greece Romania European Journal of Business, 14(1):2–20

Lowry, P. B., & Wilson, D. (2016). Creating agile organizations through IT: The influence of internal IT service perceptions on IT service quality and IT agility. The Journal of Strategic Information Systems, 25(3), pp. 211-226

Maskell, B.H., Baggaley, B. & Grasso, L. (2017). Practical lean accounting: a proven system for measuring and managing the lean enterprise. Productivity Press.

Ministry of Finance (ke) (2008). Report of the Taskforce on Unclaimed Financial Assets, Nov. 2008. Available at: www.treasury.go.ke.

Mong’are, A. (2015). Strategic Alliances and Performance of Information Communication Technology Companies in Kenya, (Doctoral Dissertaion, University of Nairobi), Kenya.

Morton J, Stacey P, Mohn M (2018) Building and maintaining strategic agility: an agenda and framework for executive IT leaders. California Management Review, 61(1):94–113.

Muia, J. (2023). Valuable lessons from Kangema billionaires on how to grow wealth. Bizna Business Magazine.

Mulligan, R., Ramos, J., Martin, P. and Zornoza, A. (2021). Inspiring innovation: the effects of leader-member exchange (LMX) on innovative behavior as mediated by mindfulness and work engagement. Sustainability, Vol. 13 No.10, p.5409.

Panahifar, F., Byrne, P.J., Salam, M.A., & Heavy, C. (2018). Supply chain collaboration and firm’s performance: The critical role of information sharing and trust. Journal of Enterprise Information Management. 6(2), 450-478.

Queiroz, M., Tallon, P. P., Sharma, R., & Coltman, T. (2018). The Role of IT application orchestration capability in improving agility and performance. The Journal of Strategic Information Systems, 27(1), pp. 4-21.

Ravichandran, T. (2018). Exploring the relationships between IT competence, innovation capacity and organizational agility. The Journal of Strategic Information Systems, 27(1), 22-42.

Satell, G., Kates, A. and McLees, T. (2021). 4 Principles to guide your digital transformation. Available at: https://hbr.org/2021/11/4-principles-to-guide-your-digital-transformation. Accessed on 10.09.23.

Schaufeli, W.B. (2015). Engaging leadership in the job demands-resource model. Career Development International, Vol. 20 No. 5, pp.446-463, doi:10.1108/CDI-02-2015-0025

Teece, D. J. (2007). Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance. Strategic Management Journal, 28(13), 1319-1350.

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.

Tigre, F.B., Curado, C. and Henriques, P.L. (2023). Digital leadership: a bibliometric analysis. Journal of Leadership and Organizational Studies, 30(1), pp. 40-70.

Tuan, L.T. (2016). Organizational ambidexterity and supply chain agility: the mediating role of external knowledge sharing and moderating role of competitive intelligence. International Journal of Logistics Research and Applications, 19(6), 583-603.

UFAA (2018). Baseline Survey Report on Unclaimed Financial Assets October 2018. Available at : www.ufaa.go.ke , Accessed on 06.08.23.

UFAA (2023). Unclaimed Financial Assets Authority Revised Strategic Plan 2018-2023. Kenya Literature Bureau. Available at: www.ufaa.go.ke

Downloads

Published

2024-08-01

How to Cite

Kandia Masai, D., Sang, J., & Odunga , R. (2024). Dynamics of Strategic Agility Enablers on Corporate Performance of Unclaimed Financial Assets Authority in Kenya. African Journal of Business and Development Studies, 1(1), 13–25. https://doi.org/10.70641/ajbds.v1i1.53