African Journal of Emerging Issues

STRATEGIC MANAGEMENT PRACTICES, TECHNOLOGICAL CAPABILITY AMONG LAW FIRMS IN KENYA

Martin Oloo — 2025-02-13

Law firms in Kenya operate primarily as sole proprietorships or partnerships within the legal services industry, with operations governed by professional regulations. These firms exhibit considerable diversity in their size, ownership structure, and resource base, leading to varying levels of organizational performance. While some firms have achieved notable success, others have struggled to maintain viability, occasionally resulting in dissolution or disbarment. The entry of international law firms has emerged as a significant challenge, compelling the industry to adopt strategic management approaches. In response, firms have implemented various strategies including marketing initiatives, service diversification, outsourcing, and strategic mergers. In today's globalized environment, maintaining competitive advantage through unique capabilities, assets, and strategic decisions has become crucial. The technological revolution has provided law firms with opportunities to expand their reach, though this has simultaneously intensified competition from global players. Local firms face increasing pressure as legal services become accessible worldwide, forcing them to differentiate themselves and develop sophisticated business strategies focused on market positioning and client retention. Kenyan law firms now acknowledge competition and uncertainty as permanent features of their business landscape. Forward-thinking firms have embraced strategic planning processes that emphasize shared commitment and externally-focused strategies. However, many firms still struggle with short-term thinking, often prioritizing immediate concerns over long-term strategic objectives. The legal profession faces disruption from multiple factors including service unbundling, online delivery, and technological advances such as artificial intelligence, blockchain, and automation. While the profession has historically enjoyed protected market access through regulation, technological innovations are reshaping the competitive landscape. Many attorneys continue to resist these technological changes in an effort to preserve their traditional market position and revenue streams. This evolving environment demands a more sophisticated approach to strategic planning for law firms seeking to secure their future in an increasingly competitive market.

Key words: Strategic Management Practices, Technological Capability

LEVERAGING AI-ENHANCED PAYMENT AND FINANCIAL SYSTEMS TO ENHANCE PERFORMANCE OF TAXI BUSINESS IN NAIROBI COUNTY, KENYA

William Mitungu Okata — 2025-02-15

Statement of the Problem: Use of AI-Enhanced Payment and Financial Systems is crucial in transforming taxi business operations by optimizing routes, improving customer experiences, predicting demand, and effectively lowering operational costs. However, the scenario is quite different for taxi businesses in Nairobi County, where performance remains low.

Purpose of the Study: To leverage AI-Enhanced Payment and Financial Systems to enhance performance of taxi business in Nairobi County, Kenya.

Methodology: The study employed a mixed-method approach with concurrent triangulation, targeting 37,838 respondents (17,045 taxi operators and 20,793 taxi drivers) in Nairobi County. Using Yamane's Formula, a sample of 391 respondents was selected through a combination of stratified sampling across 17 sub-counties, purposive sampling for taxi operators (170), and simple random sampling for taxi drivers (221). Data analysis combined thematic analysis for qualitative data and both descriptive and inferential statistics (using SPSS Version 25) for quantitative data.

Findings: The study established that performance of taxi business has been on a downward trend. This is attributed to the inability to taxi operators to effectively use AI-Enhanced Payment and Financial Systems as a form of AI application.

Recommendations: Taxi operators and owners should consider investing in AI-Enhanced Payment and Financial Systems-driven price optimization and data privacy tools to improve operational efficiency and customer satisfaction. This would allow taxi operators to leverage AI-Enhanced Payment and Financial Systems to predict areas of high demand, optimize prices in real-time based on traffic conditions, and reduce idle times.

Keywords: Leveraging, AI-Enhanced Payment, Financial Systems, Performance, Taxi Business

INFLUENCE OF KNOWLEDGE ACQUISITION ON HUMAN RESOURCE PLANNING IN THE PUBLIC SERVICE COMMISSION OF KENYA

Anne Thumbi — 2025-02-15

Purpose of the Study: The purpose of the study was to examine the influence of knowledge acquisition on human resource planning in the Public Service Commission of Kenya.

Problem Statement: Human resource planning is a critical function that ensures organizations have the right talent with the right skills at the right time to achieve their strategic goals. However, many organizations struggle with effective human resource planning, leading to issues such as skills gaps, high turnover, and difficulty in meeting business objectives.

Methodology: The study adopted a positivist research philosophy. A mixed research design was employed, targeting 209 employees from various hierarchical levels within the organization. The study used a census approach, incorporating all employees of the Public Service Commission of Kenya. Data collection involved structured questionnaires and statistical analysis using correlation and regression techniques.

Results of the Study: The study found that knowledge acquisition had a significant positive influence on human resource planning (r = 0.695, β = 0.695, p = 0.000). The results indicated that effective knowledge acquisition practices contributed significantly to workforce planning by improving skills matching, reducing turnover rates, and enhancing organizational efficiency.

Conclusion: The study concludes that knowledge acquisition plays a pivotal role in enhancing human resource planning within the Public Service Commission of Kenya.

Recommendations: The study recommends that the Public Service Commission of Kenya should enhance knowledge acquisition practices through structured continuous learning programs, including training sessions, workshops, and seminars on emerging HR trends. Additionally, the organization should establish formal mechanisms for capturing external knowledge and invest in a robust knowledge management system to facilitate documentation, retrieval, and integration into human resource planning activities.

Keywords: Knowledge acquisition, human resource planning, public service commission, Kenya

THE EFFECT OF CORPORATE CULTURE ON ORGANIZATIONAL PERFORMANCE: A SURVEY OF LISTED COMPANIES AT NAIROBI SECURITIES EXCHANGE, KENYA

Geoffrey Gichangi Karuu — 2025-02-20

Statement of the Problem: Performance challenges persist among companies listed on the Nairobi Securities Exchange despite implemented governance reforms, highlighting the need to understand how corporate culture influences organizational performance.

Purpose of the Study: This study aimed to evaluate the influence of corporate culture on organizational performance among companies listed on the Nairobi Securities Exchange, with specific focus on examining the potential moderating effect of organizational factors on this relationship.

Research Methodology: The study employed a mixed-methods explanatory design targeting all 60 Nairobi Securities Exchange-listed companies. Data was collected through semi-structured questionnaires and analyzed using descriptive statistics, correlation analysis, and multiple linear regression.

Findings: The study revealed that teamwork and adherence to core values are critical drivers of organizational performance, explaining 65.6% of performance variability. While adaptability and analytical skills showed positive correlations with performance, their effects were not statistically significant. Similarly, synergy and behavioral conduct exhibited non-significant relationships. Moderation analysis indicated that organizational factors did not significantly alter the culture-performance link.

Conclusion: Corporate culture, particularly through teamwork and core values, significantly influences organizational performance among NSE-listed companies, though the impact of adaptability, analytical skills, synergy and behavioral conduct requires further investigation.

Recommendations: Companies should prioritize cultivating teamwork, upholding core values, and enforcing robust codes of conduct to enhance performance.

Keywords: Corporate Culture, Organizational Performance, Listed Companies, Nairobi Securities Exchange, Kenya