Digital transformation has become a core driver of operational efficiency, strategic competitiveness, and performance across industries. In Kenya’s beverage manufacturing sector, organizations face increasing pressure to adopt digital technologies to enhance productivity, customer experience, and market responsiveness. This study examined the influence of digital transformation on organizational performance at Coca-Cola Beverages Kenya Limited (CCBKL). The research was guided by four dimensions of digital transformation: digital technology adoption, digital competency, data driven decision-making, and digital innovation, and assessed their relationship with organizational performance. A descriptive research design was employed, with data collected from 102 employees drawn from various departments using structured questionnaires. The results revealed that digital transformation has a significant positive effect on organizational performance at CCBKL. Digital strategy provided strategic alignment to innovation and competitiveness, digital technologies improved process accuracy and efficiency, digital operations enhanced supply chain and operational productivity, while a digital culture encouraged digital mindset, agility, and employee innovation. The study concludes that beverage manufacturers should invest in integrated digital systems, strengthen digital competencies, and foster a culture that supports continuous technological adoption. The findings contribute to the body of knowledge on digital transformation in emerging markets and offer practical insights for managers seeking to enhance performance through digital initiatives.

Effective risk monitoring and control mechanisms are critical to the continuity, reliability, and efficiency of public health supply chains, particularly where disruptions in medical commodity supply can adversely affect healthcare service delivery. This study examined the effect of risk monitoring and control mechanisms on service delivery performance in Kenya’s public health sector, focusing on the Kenya Medical Supplies Authority (KEMSA). The study was anchored on Dynamic Capabilities Theory and Systems Theory, which explain the importance of continuous environmental scanning, feedback, adaptation, and corrective action in maintaining organizational performance. A descriptive research design was adopted. The target population comprised 270 employees drawn from key departments at KEMSA headquarters in Nairobi, while a sample of 161 respondents was determined using Yamane’s formula and selected through stratified random sampling. Primary data were collected using structured questionnaires based on a five-point Likert scale. Of the 161 questionnaires administered, 148 were successfully completed and returned, representing a response rate of 91.9%. Data were analysed using descriptive statistics, Pearson correlation analysis, and regression analysis with the aid of SPSS Version 28. The descriptive findings established that risk monitoring and control mechanisms were strongly implemented, recording an overall mean of 4.07 and standard deviation of 0.86. Correlation analysis established a strong, positive and statistically significant relationship between risk monitoring and control mechanisms and service delivery performance (r = 0.769, p < 0.05). Regression analysis further established that risk monitoring and control mechanisms had the strongest influence on service delivery performance among the supply chain risk management dimensions examined (β = 0.337, p < 0.001). The study concluded that continuous monitoring, management review, internal audits, performance tracking, and effective use of risk information substantially enhance operational efficiency, timeliness, cost management, and customer satisfaction. The study recommends strengthening integrated digital monitoring systems, automated early-warning mechanisms, real-time supply chain tracking, and risk performance dashboards within public health institutions.

Kenya's 2017 ban on plastic carrier bags, enacted through Gazette Notice No. 2356 under the Environmental Management and Co-ordination Act (EMCA, Cap. 387), is among the most ambitious environmental policy interventions in sub-Saharan Africa. Yet despite penalties of up to four years imprisonment or a fine of KES 4 million, a significant enforcement gap has persisted: illegal plastic bags resurfaced in 14 out of 17 sub-counties in Nairobi by 2023, and over 60 per cent of low-income households in the city continued to use banned bags. This paper investigates the governance dimensions that drive this enforcement gap, examining how weaknesses in Policy Enforcement, Policy Awareness, and Institutional Coordination explain the distance between legislative intent and on-the-ground compliance. The study was anchored on Policy Implementation Theory (Pressman & Wildavsky, 1973), complemented by Institutional Theory, the Theory of Planned Behaviour, and Collaborative Governance Theory. A descriptive research design was adopted, targeting 750 stakeholders from NEMA, Nairobi City County Government, community leaders, market traders, and community-based organisations, from which 261 respondents were selected through stratified random sampling. Data were collected using structured questionnaires and analysed using descriptive statistics, Chi-square tests, and multiple regression analysis. Findings confirmed that all three governance dimensions had statistically significant positive effects on closing the enforcement gap (p < .001). Institutional Coordination (β = 0.40) was the strongest predictor, followed by Policy Enforcement (β = 0.35) and Policy Awareness (β = 0.30), collectively explaining 61.9 per cent of the variation in implementation outcomes. The study concludes that Kenya's enforcement gap is fundamentally a governance gap, and recommends strengthening inter-agency coordination, adequately resourcing enforcement agencies, and institutionalising sustained, participatory awareness programmes.

Climate-sensitive livelihoods in Sub-Saharan Africa face compounded risks from unpredictable rainfall, drought, and rising temperatures, yet current LVI-IPCC frameworks ignore carbon finance access as a determinant of adaptive capacity despite its growing importance in African climate policy. This paper introduces a carbon market access indicator that extends the LVI-IPCC framework and applies it to three livelihood systems in Migori County, Kenya: smallholder farming, artisanal fishing, and artisanal gold mining. The study used a desktop approach, drawing on secondary data (KDHS 2022, CHIRPS rainfall data, and county development plans) for eight wards to compute LVI-IPCC scores using Hahn et al.'s (2009) equal-weighted, min-max normalised sub-index method. An ordinal carbon market access indicator was incorporated into the adaptive capacity sub-domain, with scores computed with and without it as a robustness test. Fishing had higher LVI-IPCC scores (0.008) than mining and mixed agriculture (-0.003) and smallholder agriculture (-0.047). All three livelihoods scored zero on carbon market access despite their suitability for blue carbon, mercury-reduction and agroforestry pathways respectively. Adding the indicator worsened adaptive capacity deficits across all groups without changing their ranking. Carbon market exclusion emerged as a universal but differentiated adaptive capacity deficit, pointing to an important risk determinant omitted from aggregate vulnerability indices and relevant to county-level carbon finance planning and benefit sharing. Beyond its methodological contribution, the findings recast carbon market exclusion as a leadership-in-policy gap: an institutional capacity deficit that devolved climate governance structures are mandated, but not yet equipped, to close.

This study aimed to find out the determinants of project feasibility by humanitarian organizations operating in Kenya, with a particular focus at the Dadaab Refugee Complex. The research examined key variables including supply chain disruptions, and underdeveloped infrastructure as independent factors influencing the feasibility of humanitarian projects. The findings will benefit humanitarian organizations in Dadaab by identifying and addressing logistical challenges that may impede effective project implementation, while also providing valuable insights for government policymakers involved in refugee affairs management. Additionally, the study will contribute to scholarly research in humanitarian logistics and project management. Respondents participating in this research included representatives from humanitarian organizations and the Department of Refugee Services (DRS) in Dadaab. The theoretical framework guiding the study was the Resource Dependency Theory, which informed the analysis of how supply chain disruptions and underdeveloped infrastructure affect project feasibility. These variables were clearly operationalized to facilitate robust data collection and analysis. Employing a structured descriptive survey design to collect data, the study targeted all 28 humanitarian organizations operating at the Dadaab refugee complex with 2 purposively selected individuals from each organization as informants. Data was collected through quantitative interviews with structured questionnaires serving as the primary data collection tool with a response rate of 85.7%. The study established that underdeveloped infrastructure and supply chain disruptions had a positive significant influence on project feasibility in humanitarian organizations at the Dadaab Refugee Complex. The study concluded that the two predictor variables are determinants of project feasibility by humanitarian organizations in Kenya and recommended the establishment of key infrastructure and the establishment of a centralized logistics platform as a way forward.

The purpose of this study was to conduct a theoretical review of ontological leadership in institutions of higher learning. The study examined how the concept of “being” can deepen understanding of leadership beyond conventional approaches that focus on behavior, influence, style, structure, or performance.The study adopted a theoretical review methodology based on the analysis of secondary data including peer-reviewed journals. It reviewed existing scholarly literature on ontological leadership and leadership in institutions of higher learning to develop a deeper understanding of how the concept of “being” can inform university leadership. The literature was examined thematically by identifying recurring ontological leadership distinctions.The study found that ontological leadership offers a deeper way of understanding leadership in institutions of higher learning because it shifts attention from what leaders do to who leaders are, and how their being shapes institutional life. The study further found that Heidegger’s Ontology of Being and Time provides a strong philosophical foundation for ontological leadership. The discussion therefore concluded that a coherent ontological leadership framework is needed to integrate these strengths while addressing their limitations. The study proposes that institutions of higher learning may need to adopt ontological leadership as a complementary framework for strengthening university leadership. The study also recommends that leadership development programmes in universities should include ontological dimensions such as reflective practice, ethical grounding, dialogical engagement, emotional intelligence, and intentional change. Future studies should develop measurable indicators for ontological leadership and test its relationship with university performance, institutional culture, trust, innovation, and stakeholder engagement.

This paper is a foundation in the development of a conceptual framework examining the mediating role of institutional resilience in the relationship between transformational stewardship and development outcomes within higher educational institutions (HEIs). This paper proposes the RADIANT Model (Resilience-Adaptive Development through Integrated Administrative Navigation and Transformational Stewardship) as an integrative framework linking transformational stewardship, institutional resilience, and development outcomes, while factoring in governance rigidity as a moderating structural condition. Drawing on transformational leadership theory, stewardship theory, institutional theory, and the organizational resilience framework, this paper helps put together existing literature to argue that leadership practices influence development outcomes indirectly through resilience processes. This paper situates the analysis within the context of public universities in Nairobi, Kenya, where issues with governance and constrained resource allocation tend to heighten the need for resilient institutions. By conceptualizing institutional resilience as an intervening mechanism, the paper argues for a structured explanation of how leadership practices translate into measurable development outcomes. The paper contributes to theory, policy, and practice and proposes a foundation for future empirical validation.