Skip to main content

The Influence of Organizational Culture and Market Orientation on Performance of Microfinance Institutions in Kenya | Chapter 09 | Current Perspective to Economics and Management Vol. 4

Firms operating in highly competitive industries strive to bolster their performance by building sustainable competitive advantage. Organizational culture and market orientation are considered sources of competitive advantage. Organizational culture creates competitive advantage only when it is strong, encourages creativity and adaptation to changing conditions in the market. Organizational culture creates behaviors such as market orientation that ultimately leads to superior performance of the firm. Competition in the microfinance industry is intense as microfinance institutions compete with each other, commercial banks, savings and cooperative societies and informal money lenders. In such competitive markets, understanding the drivers of firm performance is necessary. Therefore, our study was designed to assess the influence of organizational culture and market orientation on performance of microfinance institutions in Kenya. The population of the study comprised microfinance institutions that were members of the Association of Microfinance Institutions (AMFI) in Kenya. We used descriptive cross-sectional survey design. We collected primary data using structured questionnaire. Our hypotheses were tested through linear regression analysis. Our results demonstrate that organizational culture significantly and positively influence performance of microfinance institutions. The partial mediation effect of market orientation on the relationship between organizational culture and performance was confirmed. The complimentary effect of organizational culture on market orientation implies that organizations need to spend more resources in nurturing market orientation to create sustainable competitive advantage through delivery of superior customer experience. We conclude that the influence of organizational culture and market orientation on performance is more plausible for mature industries regarded as diverse in terms of customer needs.

Author(s) Details

Owino O. Joseph [Ph.D]
Department of Business Administration, University of Nairobi, Kenya.

Prof. Kibera Francis [Ph.D, OGW, CBS]
Department of Business Administration, University of Nairobi, Kenya.

Comments

Popular posts from this blog

A Brief Study of Middleware Technologies: Programming Applications and Management Systems | Chapter 15 | Novel Research Aspects in Mathematical and Computer Science Vol. 1

  Many platforms, services, applications, hardware, and operating systems are connected through the middleware layer. Because the middleware layer abstracts much low-level complexity and makes applications and software systems portable, it allows disparate systems to interface and function together in harmony. Middleware technologies enable software engineers to swiftly construct software systems and applications, allowing developers to focus on more important tasks. This chapter examines several types of middleware systems and discusses middleware capabilities, middleware operation, middleware's function in cloud-based systems, and the best middleware platforms to use. Middleware systems are widely utilised and can be found in practically any software system or application. Middleware programmes provide as a link between many sorts of systems and protocols. They serve as a mechanism for various systems. To successfully exchange information, it runs on a variety of operating system

A Prospective Study about Safety and Efficacy of Perioperative Lidocaine Infusion | Chapter 09 | New Horizons in Medicine and Medical Research Vol. 8

 Opioids cause clinically significant side effects such as respiratory depression, immunosuppression, muscle rigidity, negative inotropism, nausea, vomiting, hyperalgesia, urine retention, postoperative ileus, and drowsiness. Perioperative opioids are a major contributor to the United States' and other countries' opioid epidemics. Non-opioid analgesics, particularly lidocaine, are becoming more common for perioperative use as a result of this. A total of 185 adult patients were randomly assigned to one of two groups: control group I (105 patients) [fentanyl group] or group ii (80 patients) [opioid-free anaesthesia group]. Lidocaine 1.5 mg/kg bolus followed by 1.5 mg/kg/h infusion intraoperatively, and 1.5-2 mg/kg/h infusion for 2-8 hours postoperatively were given to patients in both groups at anaesthetic induction. Intraoperatively, both groups received analgesic adjuvants such as diclofenac 75 mg, paracetamol 1 gm, and mgso4 30-50 mg/kg. If the mean arterial pressure (map)

Ethnopharmacological Survey among Traditional Medicine Practitioners in Abidjan (Côte d'Ivoire) for the Management of Pathologies such as Malaria, ENT Diseases, Diarrhea, Typhoid Fever and Anemia | Chapter 05 | New Horizons in Medicine and Medical Research Vol. 8

 Traditional Medicine Practitioners (TMPs) of Côte d'Ivoire are familiar with the therapeutic herbs. Medicinal plants have been shown to be useful in the treatment of common diseases such as malaria (KROA, 2004) and diabetes (N'GUESSAN et al, 2013) in several studies and scientific study. In the Abidjan District, the current policy is to integrate traditional medicine and pharmacopoeia into the national health system in order to improve population health coverage, particularly in the management of commonly encountered diseases such as malaria, ENT diseases, diarrhoea, typhoid fever, and anaemia. This research aims to increase the use of traditional medicine and pharmacopoeia in the national health system. Over the course of three months, fifty (50) PMTs in the District of Abidjan participated in this study. Plant therapists accounted for 30 of the 50 PMTs polled at the end of the study, or 60%. Traditional medicine centres use 61 types of medicinal plants from 36 famili