Intangible Assets, Firm Characteristics, Competitive Strategy and Performance of Companies Listed at the Nairobi Securities Exchange

Abstract

This study sought to establish the influence of intangible assets and firm characteristics on the relationship between competitive strategy and performance of companies listed at the NSE. The study was anchored on the resource-based theory which holds that intangible assets are the primary source and key driver of a firm's competitiveness. Six specific objectives guided the study namely; to determine the extent to which competitive strategy influence performance of companies listed at the NSE; to assess the influence of intangible assets on performance of companies listed at the NSE; to assess the influence of firm characteristics on performance of companies listed at the NSE; to establish the moderating effect of intangible assets on the relationship between competitive strategy and performance of companies listed at the NSE; to establish the moderating effect of firm characteristics on the relationship between competitive strategy and performance of companies listed at the NSE; to determine the combined effect of competitive strategy, intangible assets, and firm characteristics on performance of companies listed at the NSE. To achieve these objectives, several hypotheses were formulated and tested empirically. A census study using cross-sectional survey design was adopted on a study population of 48 companies listed at the NSE. A total of 42 companies returned dully completed questionnaires which represented 87.5% response rate. Both primary and secondary data were collected. A five point Likert-type scale questionnaire solicited primary data while secondary data was extracted from published records. Prior to data analysis, the questionnaire was tested for reliability and validity and was found to be acceptable. Data was analyzed using descriptive statistics, correlation, simple, multiple, and hierarchical multiple statistical techniques using SPSS analytical tool version 17. Eleven hypotheses were partially supported while one was accepted. The study established that low cost, differentiation strategy, focus strategy, managerial capability, human capital, corporate reputation, organizational culture, firm size and organizational age had a statistically significant positive effect on customer satisfaction, but insignificant effect on ROA, ROE, DY, sales growth, and market share. Intangible assets had no moderating effect on the relationship between competitive strategy and performance in terms of ROA, ROE, DY, sales growth and marker share. The study established that intangible assets moderated the relationship between competitive strategy and customer satisfaction. Similarly, firm characteristics did not moderate the relationship between competitive strategy and ROA, ROE, DY, sales growth, and customer satisfaction but had a moderating effect on competitive strategy and market share. The combined effect of all variables of the study acting on each performance measure was greater than the effect on each separate variable on each measure of performance. The study proposes that future studies should focus on longitudinal studies, market-based measures of performance, other sectors such as health, education, SMEs, NOO's and software, inclusion of other intangible assets and tangible assets.