This study examined the influence of technological innovation and resource allocation on strategic asset management of high-voltage transmission lines and substations at the Kenya Electricity Transmission Company Limited (KETRACO). The study was drawn from a broader investigation of the determinants of strategic asset management and focused on the two factors that emerged as the strongest predictors of asset management performance. A mixed-methods design was adopted, targeting all 180 Operations and Maintenance personnel involved in high-voltage transmission asset management through a census approach. Quantitative data were collected using structured electronic questionnaires, while qualitative insights were obtained through focus group discussions. A total of 128 usable questionnaire responses were obtained, representing a 71.1% response rate. Descriptive statistics, Pearson correlation and multiple regression analyses were conducted using SPSS Version 23, while qualitative data were analysed thematically. The findings indicated moderate-to-high adoption of technological innovations, particularly centralised asset management platforms (M = 3.70) and predictive and real-time monitoring technologies (M = 3.66), although cybersecurity and system integration remained comparatively weak (M = 3.38). Resource allocation was strongest in capital investment planning (M = 3.77), while regular training on emerging technologies recorded the lowest mean (M = 3.31). Technological innovation had a strong positive relationship with strategic asset management performance (r = .721, p < .01), as did resource allocation (r = .684, p < .01). In the broader multivariable model, technological innovation (β = .346, p < .001) and resource allocation (β = .312, p < .001) emerged as the two strongest predictors. The study concludes that KETRACO can enhance reliability, reduce downtime and strengthen lifecycle performance by accelerating digital asset management, predictive maintenance and cybersecurity while protecting operation and maintenance budgets and investing in technical workforce development.

This study assessed the effect of two capacity-building constructs, namely Teacher Training Programs and Professional Development Workshops, on the performance of public Early Childhood Development and Education (ECDE) teachers in Changamwe Sub-County, Mombasa County, Kenya. The study was anchored on Human Capital Theory, which explains how deliberate investment in employees' knowledge and skills translates into improved job performance. A descriptive research design was adopted, and a census approach was used to target all 80 ECDE teachers in Changamwe Sub-County. Following a pilot study involving eight teachers, seventy-two questionnaires were administered, of which fifty-five were returned, representing a response rate of 76%. Data were collected using structured, five-point Likert-scale questionnaires whose reliability was confirmed through Cronbach's alpha values of 0.76 for teacher training programs and 0.85 for professional development workshops, both exceeding the recommended 0.70 threshold. Data were analysed using descriptive statistics, Pearson correlation, and multiple linear regression with the aid of SPSS. The findings revealed that teacher training programs had a moderate, positive correlation with teacher performance (r = 0.473, p < 0.01) but a statistically insignificant regression effect (β = 0.104, t = 1.761, p > 0.05), suggesting that formal training plays a largely indirect role in shaping day-to-day teaching performance. Professional development workshops, on the other hand, recorded a weaker but statistically significant correlation with performance (r = 0.289, p < 0.01) and a strong, statistically significant regression effect (β = 0.389, t = 6.516, p < 0.01), confirming workshops as a key driver of instructional effectiveness. The study concluded that while both constructs are positively regarded by teachers, professional development workshops exert a more direct and statistically significant influence on teacher performance than formal training programs. The study recommends that education authorities in Mombasa County increase the frequency of context-specific training sessions linked to actual classroom practice, and that professional development workshops be designed around hands-on, collaborative, and peer-to-peer learning to sustain their demonstrated impact on teacher performance.

The purpose of the study was to investigate the effects of competitive strategies on the sustainable competitive advantage of Kenya Airways PLC in order to find out the reasons why some strategies make superior long-term performance compared to others. In particular, the study focused on the effects of innovation strategy, differentiation strategy, cost leadership strategy, and focus strategy on sustainable competitive advantage. This study was guided by Porter’s Theory of Competitive Advantage, which claims that organizations can achieve superior performance through strategic positioning via cost leadership, differentiation, and focus strategies. The researcher used descriptive research design to investigate how competitive strategy impacts sustainable competitive advantage in Kenya Airways PLC. The sample size was made up of 147 people chosen through stratified and simple random sampling techniques from a total population of 233 people. Data for the analysis was collected using a questionnaire administered to the subjects in the research. The descriptive findings showed that Kenya Airways has adopted innovation through new ways of conducting business (Mean = 4.204), service delivery (Mean = 4.170), and development of skills among its employees (Mean = 4.320). It is notable that differentiation strategy was identified as the most successful competitive strategy, with the company paying much attention to niche markets (Mean = 4.67), alliances (Mean = 4.37), and competitive pricing (Mean = 4.35). It can be seen that cost leadership is evident in operations (Mean = 4.19), procurement (Mean = 4.21), and use of low-cost technologies (Mean = 4.26). Strategies of focus were highly rated especially on market focus and strategic alliances. Results of correlation analysis indicated the existence of strong, positive and statistically significant relationships between competitive sustainability and innovation (r = 0.846), differentiation (r = 0.873), cost leadership (r = 0.835), and strategies of focus (r = 0.845), at p < 0.01. Regression analysis showed that the four strategies explained 90.8% of the variance in competitive sustainability (R² = 0.908; Adjusted R² = 0.905; F = 349.632, p < 0.001). Differentiation strategy emerged to have the greatest impact (β = 0.323), followed by focus (β = 0.260), cost leadership (β = 0.251), and innovation (β = 0.231). It is recommended that these strategies be incorporated into the company's operations. This research has concluded that integration of a competitive strategy is key to increasing sustainable competitive advantage and overall performance at Kenya Airways PLC. It includes suggestions to improve differentiation by means of service quality and branding, to enhance innovation through digitization, to achieve operational efficiency for cost leadership and to improve market segmentation for the focus strategy.

Private universities in Kenya are crucial for enhancing access to higher education and fostering academic innovation, yet they struggle with financial pressures, declining enrolment, and operational inefficiencies. The adoption of technology, especially e-learning platforms and enhancing staff digital skills, is vital for overcoming these challenges, though the impact on institutional performance requires further empirical investigation. This study assessed the influence of the adoption of e-learning platforms and digital capacity building for staff on the performance of private universities in Kenya. The study was anchored on the Technology Acceptance Model and Dynamic Capabilities Theory. A descriptive research design was adopted. The study targeted 32 chartered private universities, with Deputy Vice Chancellors, Directors, and Heads of Departments as respondents. The study used a census approach to collect data from 96 respondents. Data were collected using structured questionnaires and analyzed using descriptive and inferential statistics in SPSS version 26. The findings showed that adoption of e-learning platforms positively and significantly influenced university performance (β = 0.059, p = 0.028), while digital capacity building for staff also had a positive and significant influence (β = 0.505, p < 0.001). The study concludes that strengthening e-learning adoption and staff digital capabilities can enhance the performance of private universities in Kenya. The study recommends strengthening e-learning platforms and implementing continuous digital capacity-building programmes for staff to enhance institutional performance.

This study examined the influence of recruitment practices on disability inclusion in Nairobi City County Government, with specific focus on job advertisements, free screening and interviewing, recruitment and selection, and hiring policies. The study was guided by the Social Model of Disability, Person–Job Fit Theory, and Equity Theory and adopted a descriptive mixed-methods design. The target population comprised 16,247 Nairobi City County Government employees, from which a sample of 390 respondents was determined using Yamane’s formula and selected through stratified random sampling. A total of 324 valid questionnaire responses were analyzed, representing an 83.1% response rate, while key Human Resource informants were purposively selected for semi-structured interviews. Quantitative data were analyzed using SPSS version 28 through descriptive statistics, Pearson correlation, and multiple linear regression, while qualitative data were analyzed thematically using NVivo 14. The regression model was statistically significant, F(4, 319) = 316.26, p < .001, and explained 79.9% of the variation in disability inclusion (R² = .799; adjusted R² = .796). All four recruitment practices significantly and positively predicted disability inclusion. Hiring policies had the strongest effect (β = .31, p < .001), followed by job advertisements (β = .26, p < .001), recruitment and selection (β = .25, p < .001), and free screening and interviewing (β = .18, p < .001). The study concludes that disability inclusion in county government employment is strengthened by clear inclusive hiring policies, accessible job communication, equitable recruitment and selection procedures, and bias-free screening and interviewing. It recommends stronger enforcement of disability-inclusive hiring policies, regular accessibility audits, continuous training of recruitment personnel, and enhanced accountability for inclusive employment outcomes.

The study established how leadership influences the sustainability of water projects in Kieni Constituency, Nyeri County. Control Theory was used in the study. An interview guide and semi-structured questionnaires were used to collect primary data for the study. A total of 73 water projects in Kieni Constituency made up the target population, comprising 584 respondents. The sample size was determined using Yamane’s formula, resulting in a sample of 237 respondents. Descriptive and inferential statistics were used to analyze the data, with SPSS version 28 used to examine the relationship between leadership influence and project sustainability. Graphs and tables were used to present the findings. The regression results indicated a significant positive relationship between leadership influence and the sustainability of water projects (B = 0.523, p =.000). The study found that effective leadership significantly contributes to the sustainability of community water projects by promoting transparency, cooperation, communication, and stakeholder trust. Regular stakeholder meetings and equitable leadership selection reflected better governance, although challenges related to resource management and unethical practices remained. The study recommends strengthening leadership capacity through targeted training in ethical conduct and communication, promoting stakeholder collaboration, ensuring integrity in leader selection, and maintaining accountability through mentoring and goal-setting. Effective leadership is crucial for the successful management and sustainability of community water initiatives.

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.