Papers by Gabriel Kitenga
Technium Social Sciences Journal , 2020
This study sought to investigate the effect of dynamic capabilities on the performance of selecte... more This study sought to investigate the effect of dynamic capabilities on the performance of selected manufacturing firms in Kenya. It also aimed at examining the moderating effect of firm size on the effect of dynamic capabilities on the performance of manufacturing firms. The study utilized both the descriptive and explanatory research design which was cross-sectional survey in nature. The study population comprised of all the 70-food manufacturing listed in the Kenya Association of Manufacturer's directory. Self-administered questionnaires were used to collect primary data from 190 respondents. Multiple regression analysis was used to establish the nature and magnitude of the relationships between the independent and dependent variables. The findings indicate that there is a significant positive relationship between dynamic capabilities and performance of food manufacturing firms in Kenya. Firm size was found not to have significant relationship with firm and does not moderate the relationship between dynamic capabilities and performance. The findings supported the theoretical foundation of the dynamic capabilities theory that a firm performance and sustainable competitive advantage depends on its ability to reacting rapidly and flexibly to changing market environments. The study recommends that policy makers should link performance of food manufacturing firms with national goals and in this regard, include acquisition of dynamic capabilities by food manufacturing firms in their policy interventions aimed at increasing food security.
his article is a review of literature about the theoretical underpinnings of dynamic capabilities... more his article is a review of literature about the theoretical underpinnings of dynamic capabilities. It discusses the theoretical underpinnings of dynamic capabilities. It starts with a conceptualization of dynamic capabilities, the role of dynamic capabilities, and their impact on organizations. The article explores diverse concepts by which dynamic capabilities have been the theoretical foundations of dynamic capabilities. It traces the origins of dynamic capabilities to the concepts of creative destruction, architectural innovation, configuration, competence, combinative capabilities, distinctive competence, core competence, organizational behaviour and organizational routines. It finds that dynamic capabilities are an extension of the Resource Based View. The paper identifies some conceptual gaps emanating from lack of clear definition. It concludes that a multi theory study and uncover a single conceptual definition. The article contributes to the understanding of dynamic capabilities as a new paradigm in strategic management.
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Papers by Gabriel Kitenga