Innovation capability has become a critical factor for organizational performance and sustainability, particularly within public sector institutions facing rapid technological, economic, and social changes. This study examined the effect of organizational agility on innovation capability in Parastatals, with a focus on the Kenya Ports Authority (KPA). Specifically, the research investigates how four internal organizational factors, leadership style, organizational learning, technological infrastructure, and knowledge management, individually and collectively influence innovation capability. The study was guided by Transformational Leadership Theory, Organizational Learning Theory, the Technology Acceptance Model, and the Knowledge Based View of the firm. A descriptive correlational design will be employed, targeting employees of the Kenya Ports Authority at the Inland Container Depot (ICD) Nairobi. Data was collected using structured questionnaires, and analysis involved descriptive statistics, regression techniques. The demographic results showed a balanced representation in gender, age, and job levels, with a majority of respondents having more than six years of experience, indicating a stable workforce. Descriptive analysis revealed that leadership at KPA promotes collaboration and vision sharing but falls short in supporting risk taking and experimentation. Organizational learning was moderately strong, with continuous training and a culture of improvement being evident, though the application of lessons from past experiences was limited. Technological infrastructure was found to simplify processes and support innovation but required more frequent system updates and enhanced ICT training. Knowledge management practices contributed to problem solving and innovation but were hindered by weak systems for knowledge storage and accessibility. Inferential analysis showed a strong relationship between the four predictors and innovation capability (R = 0.832), with 69.1% of the variance in innovation capability explained by the independent variables. Regression analysis revealed that organizational learning (B = 0.394, p = 0.000), and knowledge management (B = 0.341, p = 0.000) had positive and significant effects. ANOVA results further confirmed that the model was statistically significant (F = 104.206, p < 0.05). The study concluded that while KPA has made significant progress in promoting innovation through learning, technology, and knowledge management, leadership practices need to be restructured to encourage creativity and employee empowerment. Organizational learning emerged as the strongest driver of innovation capability, indicating that continuous training, reflective practices, and cross departmental collaboration are vital for fostering adaptability. The study recommended adopting transformational leadership approaches, investing in staff ICT training, upgrading digital systems, and developing robust knowledge management repositories. Policy recommendations included reducing bureaucratic barriers, embedding innovation into strategic plans, and creating mechanisms to empower employees to participate in innovation initiatives.

This study investigated the effect of value-added programmes on performance of SMEs within Kisumu City’s business incubation programme. It specifically examined the effect of innovation, and capacity building on SME performance. The study was anchored in the Social Exchange Theory and the Dynamic Capabilities Theory, which provided a strong theoretical foundation for understanding the mechanisms through which incubation support enterprise growth. A descriptive research design was employed, targeting 2,800 SME owners participating in the incubation programme and 44 field officers from enterprise support organisations (making a total of 2,844 target population). Using the Miller and Brewer (2021) formula, a sample of 323 respondents was selected through probability and random sampling methods. Data were collected using structured questionnaires and analysed with SPSS (version 26) and Microsoft Excel. Descriptive statistics (percentages, means, and standard deviations) and inferential techniques (regression, ANOVA, and Pearson’s correlation) were applied. Findings revealed that innovation significantly enhanced value addition and SME performance, while capacity-building provided essential skills for growth. The model explained 55.5% (R² = 0.555) of the variance in performance, and the ANOVA test confirmed the model’s validity (F = 65.634; p < 0.05). The study concluded that value addition through incubation programmes plays a vital role in improving SME performance. It recommended that managers, policymakers, and stakeholders strengthen innovation, and capacity building to enhance SME growth and sustainability.

This research examines the significance of board diversity on the performance of selected state-owned corporations in Kenya, highlighting a critical gap where over 30 percent of these organizations lack equality in gender, age, race, and education, which is essential for fostering innovation, enhancing decision-making, and adhering to the Mwongozo Code of Governance. Prior research often focuses on specific commercial banks or aspects of diversity, neglecting a comprehensive examination of all inclusion policies and the impact of local cultural factors. The primary objective is to assess the influence of boardlevel diversity on organizational outcomes, encompassing diversity in gender, race, age, and. The primary target population comprises personnel across 14 SOCs, including board members and senior management, due to their unique insights into organizational operations. A sample of 210 representative respondents, comprising board members and senior managers, was selected using a census approach, ensuring gender balance. The primary instrument was a structured questionnaire utilizing a five-point Likert scale, followed by an assessment of equipment consistency and validation of content through a pilot study involving 10 percent (2 of 14 SOCs). The data was collected online over 14 days, with the assistance of research assistants, to enhance response rates. The study established that gender diversity (β = 0.218, p = 0.003) significantly enhance organizational performance. It concluded that inclusive and diverse boards foster innovation, accountability, and effective decision-making in state-owned corporations. Recommendations highlighted the need for targeted diversity policies, leadership training, succession planning, and continuous monitoring to optimize governance. Future studies should employ longitudinal designs, explore moderating factors like leadership style and organizational culture, and incorporate qualitative insights. Expanding research beyond SOCs to private firms and SMEs, while considering digital transformation and workforce mobility, would improve applicability.

The research paper will discuss how the strategic management drivers, which include strategic customer focus and strategic information technology, are associated with the financial performance of international airports in Kenya. The aviation business is becoming more and more customer-oriented and technologically advanced to enhance the efficiency of operations and increase financial performance. The research design was descriptive and the data used were quantitative, collected among the management and the operation staff of Jomo Kenyatta, Moi, Eldoret, and Kisumu International Airports. Descriptive statistics analysis, correlation, and regression analysis were done to analyze. Results indicated that strategic customer focus and information technology had strong positive impacts on the financial performance, although the latter had an even stronger impact because it automated the processes and allowed making data-driven decisions. The authors conclude that airports with customer-oriented strategies and modern IT systems have more advantages to improve revenue growth, profitability, and competitiveness in terms of services. The suggestions include constant investments into customer experience systems, the use of a digital innovation strategy, and frequent staff training to maximize the use of technology and customer interaction.

This study explored the effect of microenterprise interventions on performance of lowincome households in Kiambu County, Kenya who received entrepreneurship training from various microfinances (MFIs) in the year 2024. . A descriptive research design was adopted, targeting 152 microenterprise operators, of whom 111 successfully participated. Data were analyzed using SPSS through both descriptive and inferential statistics. The regression results revealed that business skills training had a statistically significant positive effect on household performance (R = 0.578; R² = 0.334; Adjusted R² = 0.336; F(1,109) = 52.289, p < 0.001; β = 0.421, t = 2.492, p < 0.001). These findings indicated that business skills training accounted for approximately 33.4% of the variation in household performance. Respondents who had received business skills training reported improved record keeping, business planning, customer relations, and profitability. The study concluded that capacity-building initiatives focusing on business skills development significantly enhanced microenterprise sustainability and household welfare. The study thus recommended for integration of entrepreneurial training with mentorship and access to finance to strengthen the resilience and performance of low-income households in Kenya.

This study explored how Sustainable Supply Chain Management (SSCM) practices influence organizational performance at the Communications Authority of Kenya (CA). The research adopted a cross-sectional census design involving 155 employees directly engaged in procurement and operational functions. Four key SSCM domains were examined—green procurement, waste management, resource efficiency, and ethical sourcing—while performance was assessed through indicators of cost efficiency, regulatory compliance, environmental sustainability, and employee engagement. The findings revealed that sustainability practices are increasingly integrated into CA’s operations, though their maturity varies. Green procurement and ethical sourcing emerged as the strongest performance drivers, demonstrating clear links to efficiency, transparency, and institutional credibility. In contrast, waste management and resource efficiency were less developed and contributed minimally to measurable outcomes, reflecting operational rather than strategic application. The regression model explained a meaningful share of performance variance (R² = 0.288; adjusted R² = 0.269; F, p < .001), confirming that SSCM practices collectively influence organizational results but require balanced implementation. The study concludes that while procurement reforms have already yielded tangible benefits, operational sustainability must be strengthened through improved monitoring, accountability, and capacity building. It recommends embedding sustainability criteria and life-cycle costing into procurement, enhancing supplier verification, and establishing departmental dashboards to track energy, water, and waste metrics. Overall, the research affirms that institutionalizing SSCM within Kenya’s public sector can advance both performance efficiency and the broader national sustainability agenda

Capacity building emerged as the most influential factor for organizational growth. The research paper explores the effect of capacity-building initiatives by business associations such as the Kenya Association of Manufacturers (KAM) on the growth of member organizations within Kenya’s manufacturing sector. The research designs embraced a descriptive research design focusing on 534 member SMEs of KAM. Structured questionnaires were used to gather the primary data, which was assessed with help of multiple regression analysis. The results showed that there is a positive and statistically significant relationship between capacity-building programs and the growth of member organizations. The research concludes that association-led training and knowledge improvement programs enhance operational efficiency, innovation capability, and competitiveness of the members. It advises that business associations must make more investments into special trainings, mentorship, and collaboration with educational and technical institutions in order to reinforce the performance and longevity of the sector.