dc.description.abstract | This study sought to establish7the effect7of foreign entry strategies on the performance of
Equity bank, Kenya. The objective was supported by the theory of comparative advantage
by Porter (1990), internalization theory by Rugman (1981) and resource-based theory by
Barney (1991). The study was based on a case2study7design. This research adopted
qualitative data collected from top management of Equity bank through an interviewing
guide. The interviews were based at the bank’s headquarters in Upperhill, Nairobi. Data
was analysed using content analysis. The study found that, foreign entry strategies of
foreign direct investment, licensing, franchising and strategic alliance were adopted in the
bank. Foreign direct investment was adopted to a great extent. However, strategic alliance
was adopted to a moderate extent while franchising and licensing was adopted to a little
extent. Foreign direct investment and strategic alliance were found to be effective while
franchising and licensing were found to be ineffective. Further, the study found that the
foreign entry strategies had a positive effect on organizational performance. In addition,
the bank showed poor performance in terms of service quality, customer satisfaction and
employee satisfaction. The study concludes that foreign entry strategies have a positive
effect on the performance of Equity bank, Kenya. The study recommends increased
adoption of foreign entry strategies by the bank and effective implementation of
franchising and licensing for improved performance. | en_US |