http://erepository.uonbi.ac.ke/handle/11295/14121 Mon, 18 May 2026 20:36:14 GMT 2026-05-18T20:36:14Z http://erepository.uonbi.ac.ke/handle/11295/161783 Strategic Management Practices Within Pharmaceutical Distributors in Kenya Nzau, Anthony M Presently, more and more organizations are adopting strategic management practices to attain their objectives. This is influenced by the complexities involved in decisions making. Strategic management practices identify approaches appropriate for firms to gain a competitive advantage and maintain sustainable growth. Pharmaceutical distributors are adopting these strategies be shielded from the turbulent environments they operate in. Considering the tight ethical requirements imposed on the pharmaceutical industry and strategies implemented to avoid degeneration of the sector into a hawker industry, this study sought to evaluate the strategic management practices adopted by pharmaceutical distributors in Kenya. The Study adopted a cross sectional survey research design and target to collect data from firms registered with the Pharmacy and Poisons Board. A sample was chosen using the Slovin's Formula and only included most ranking officers as they were in charge of strategic decision-making. Data was collected using a structured questionnaire and in SPSS (Statistical Package for Social Science) was used for analysis. Descriptive statistics like means, standard deviations, and frequencies were used to identify patterns in the data and the findings were presented in charts, graphs, and tables. This study established that pharmaceutical distributors have adopted strategic management practices that influence their operations. The strategies have caused expansion of the firm by increasing the firm’s financial capacity. The expansion has been as a result of transport outsourcing, adopting new technologies and increased sales. Firms that reported a decline in operation blamed it on supply chain disruption, lack of qualified workforce, increased competition, lack of agility and transparency, pharmaceutical fraud and increased competition. The respondents confirmed that the firms had a well laid out mission statement, vision statement, core values and organizational structure that guide their operations that they used both internal and external data to plan for long-term goals. Lastly, the study found that the firms were using balance score card, evaluating products and the market, getting feedback from clients and using sales turnover to as methods of evaluating strategies implemented in the firm. The study concludes that strategic management practices vary widely among pharmaceutical distributors. It suggested that the team involved and degree of participation influence the success of the practices. Additionally, it recommends firms analyze their internal and external environment to support planning for long-term goals which can be achieved by exploiting strengths within and cashing on the opportunities present. This will help them increase the capital base and manage competition. To conclude, the study called upon the government to support pharmaceutical distributors by developing strict legislations and laws that ban illegal imports and sell of counterfeit products. Sat, 01 Jan 2022 00:00:00 GMT http://erepository.uonbi.ac.ke/handle/11295/161783 2022-01-01T00:00:00Z http://erepository.uonbi.ac.ke/handle/11295/161599 Strategic Management Practices and Organizational Culture Among Microfinance Institutions in Kenya Wafula, Winnierohi N Central to the strategic management process are procedures that include effective management practices that allow the company to counteract unforeseen occurrences, while also protecting its operations, minimizing risk, and providing quality services. Organization’s culture creates values and beliefs among organization employees which influences the implementations of strategic management practices for the success of the organization. Organizations should develop culture that puts more focus on creating long-term relationships among employees. Generally, culture is usually stable and hard to change, however the Covid pandemic necessitated rapid change in organization culture due to remote working and use of new technology. The purpose of this study was to establish the relationship between strategic management practices and organizational culture on microfinance institutions in Kenya. The research was based on resource-based theory and Schein's organizational culture theory. The chosen study design was a descriptive survey. The 50 microfinance institutions in Nairobi County made up the study's population. Primary data was obtained via a questionnaire. The questionnaires were given to the key managers who are involved in strategy formulation. Data analysis involved both descriptive and regression analysis. The study revealed that microfinance institutions in Kenya practice strategic management practices to a great extent. The study found that there’s a positive relationship between culture and setting of mission and vision, environmental scanning, strategy formulation, strategy implementation and evaluation and control. The study also found that setting of mission and vision, strategy formulation, environmental scanning strategy implementation and evaluation and control were among the key factors that could be used to explain organizational culture as they explained 72.3% of the variation in organizational culture. The study concludes that setting of mission and vision, environmental scanning, strategy formulation, strategy implementation and evaluation and control contributes positively to organization culture among microfinance institutions. The study recommends that microfinance institutions should invest substantially in making sure that the employees of their organization understand and align with organization culture and strategic management practices. Future studies should investigate other determinants of organization culture that were not addressed in this study. Sat, 01 Jan 2022 00:00:00 GMT http://erepository.uonbi.ac.ke/handle/11295/161599 2022-01-01T00:00:00Z http://erepository.uonbi.ac.ke/handle/11295/160992 Influence of Gemba-kaizen Strategy on Performance of Bamburi Cement Plc in Kenya Endusa, Sarah The study sought to determine the influence of Gemba-Kaizen strategy on performance of Bamburi Cement Limited in Kenya. The study was anchored on the dynamic capabilities theory and the theory of lean management. The study employed a case study research design. Data was collected through an interview guide. Respondents included four managers who are mainly involved in the Kaizen process: the Territory Manager, Regional Sales Manager, Customer Excellence Manager, and Production Manager. Data was analyzed through content analysis. The content analysis assisted in determining the presence of keywords or concepts in the text. Referencing was performed on the received questionnaires, and questionnaire items were coded to facilitate data entry. The study results on the influence of the Kaizen principle on the performance of Bamburi Cement Limited revealed that the Kaizen approach had a substantial impact on the organization's employees' integrity and understanding of the value of pleased customers. The application of Gemba Kaizen concepts has a significant impact on staff performance and the overall performance at Bamburi Cement Limited. Since this strategy affects employee and customer satisfaction, it is critical to an organization's long-term success. According to the study's recommendations, more research should be conducted in other manufacturing industries, particularly those dealing with cement, to determine how well Gemba Kaizen's strategic ideas have been implemented and their impact on overall performance. Furthermore, it is critical to consider how far these firms have taken the Kaizen principle, the difficulties they encountered in implementing it, and the impact it has had on their overall performance. Fri, 01 Jan 2021 00:00:00 GMT http://erepository.uonbi.ac.ke/handle/11295/160992 2021-01-01T00:00:00Z http://erepository.uonbi.ac.ke/handle/11295/157146 Effect of Online Working on Employee Job Satisfaction Among Large Commercial Banks in Nairobi City County, Kenya Kitheka, Evalyne M The objective of this study was to determine the effect of online working on employee job satisfaction among Large Commercial Banks in Nairobi City county,Kenya. The Hertzberg Two Factor theory and Flexible working theory guided the study. Descriptive cross-sectional research design was adopted as this survey’s design. Population for this research involved 20,000 employees in various large Commercial Banks in Nairobi Kenya. Yamane formula was used to calculate the sample population. This study covered primary data from 100 randomly selected employees from the banks using a self-administered questionnaire. The data was analyzed using descriptive statistics. The study found that the respondents agreed that their companies adopted home working models; companies allowed employees to work from remote locations using their internet and computers outside their office environments. The respondents, however, disagreed that the companies allowed employees to choose flexible working models. The study also found that adoption of online working models had improved working conditions, work life balance as well as work level of happiness. The findings showed a disagreement that adoption of online working models improved their interpersonal communication and working relationships. They further disagreed that adoption of online working models had improved their reward and work benefits. Descriptive statistics findings indicate that increase in online working would increase employee job satisfaction. Simple regression analysis showed that online working had a positive effect on employee job satisfaction. This study concludes that online working platforms have a positive effect on employee job satisfaction across the large commercial banks in Nairobi County. The study recommends that large commercial banks should also allow the employees to choose flexible working models. the study recommends that large commercial banks in Nairobi city county adopt online platforms to great extent in order to enhance employee job satisfaction. To enhance employee job satisfaction, commercial banks in Kenya should ensure that the employees are given the chance to work from home and so don’t have to come to the office. The government should come up with programs that would ensure that the county of Nairobi has accessible and cheap internet. Fri, 01 Jan 2021 00:00:00 GMT http://erepository.uonbi.ac.ke/handle/11295/157146 2021-01-01T00:00:00Z