Strategic Partnerships and Supply Chain Performance of Public Universities in Kenya: A Case of Technical University of Kenya

Abstract

The purpose of this study was to examine the effect of strategic partnerships on the supply chain performance of public universities in Kenya with special reference to Technical University of Kenya. Specific objectives were to assess the effect of mission alignment, resource consolidation and integrated communication on the supply chain performance of public universities in Kenya. The study was anchored in the Resource-Based View theory, supported by the Dynamics capabilities theory and Systems Theory. This study narrowed down to Technical University of Kenya as the case, where the target population was the top and academic leadership, Financial Accounting Services, Legal Department, Information Communication Technology, Purchasing and Supplies, Marketing Department and Human Resources Department. The target population was 269 individuals and stratified random sampling was used to select a sample size of 155 respondents identified in the target population across the top management, academic leadership and six (6) departments. The study used structured questionnaires to gather primary quantitative data from the respondents. The questionnaire was administered to 114 individuals at TUK who were part of the target population but not part of the sample size. Data analysis which included descriptive and inferential statistical methods was applied to the quantitative data. The descriptive statistics which included percentages and frequencies, were computed using SPSS. Regression analysis was used to identify and measure the strength of relationships between variables. The study findings were presented in tables, which highlighted frequencies and percentages. Findings indicated that a unit change in mission alignment would lead to a 0.922 change in supply chain performance. Additionally, a unit change in resource consolidation would lead to a 0.558 change in supply chain performance, while a unit change in integrated communication would lead to a 0.145 change in supply chain performance. The coefficient of the moderator, organizational structure (OS) is 0.813. The study recommended the organization stress more on mission alignment in practice by establishing shared visions and missions, engagement in resource consolidation and creating an organization-wide culture that supports policy that directs concrete action, investment in integrated communication tools at a more concrete level and an overhaul of the chain of command to maintain functions but reduce decision-making points.