The Mediating Role Of Organizational Competences On The Relationship Between Operations Strategy And Performance Of Management Consultancy Firms In Nairobi City County, Kenya

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dc.contributor.authorWandiga, Eunice Ngina
dc.contributor.authorNgila, Celestine
dc.date.accessioned2024-11-25T10:48:09Z
dc.date.available2024-11-25T10:48:09Z
dc.date.issued2024-09
dc.descriptionJournal Article
dc.description.abstractIn the wake of globalization and intensified competition, identification and naturing of key competencies has become more critical especially in service industry. Besides, scope of competencies has widened from employee competencies to decision-making, innovation, customer service, strategic perspectives, teamwork, risk-taking and strategic leadership. This study sought to investigate the moderating role of organizational competence on the relationship between operations strategy and performance of management consultancy firms in Nairobi County. Social capital theory anchored the study where positivism philosophy was adopted alongside descriptive and explanatory research designs. Target population consisted of management consultancy firms in marketing, human resource, finance and accounting and operations management in Nairobi County from which a sample of 144 management consultancy firms was selected using stratified sampling technique. Data was analysed using descriptive statistics and inferential analysis via multiple regression analysis. R2 was used to test the robustness of the model, F-statistic was computed at 95% confidence level to test the overall significance of the model while p-values were used to determine the significance of variables at 0.05 significance level. To test the mediating effect of organizational competence on the relationship between operations strategy and performance among management consultancy firms in Kenya, Baron and Kenny four step approach was used. It was concluded that operations strategies have a significant positive effect on performance of management consultancy firms and that the relationship between the adopted operations strategy and performance of management consultancy firms is dependent on the level of competences generated from the deployment of the operations strategy.
dc.identifier.citationWangiga, E. N., & Ngila, C. (2024). The Mediating Role Of Organizational Competences On The Relationship Between Operations Strategy And Performance Of Management Consultancy Firms In Nairobi City County, Kenya. IOSR Journal of Business and Management (IOSR-JBM)
dc.identifier.issn2319-7668
dc.identifier.urihttps://repository.daystar.ac.ke/handle/123456789/5664
dc.language.isoen
dc.publisherIOSR Journal of Business and Management (IOSR-JBM)
dc.relation.ispartofseries26(9)
dc.subjectManagement Consultancy Firms
dc.subjectOperations Strategy
dc.subjectOrganizational Competences
dc.subjectPerformance
dc.titleThe Mediating Role Of Organizational Competences On The Relationship Between Operations Strategy And Performance Of Management Consultancy Firms In Nairobi City County, Kenya
dc.typeArticle

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