EFFECTS OF INNOVATION ON PERFORMANCE OF COUNTY GOVERNMENTS IN KENYA

Authors

  • Grace Njeri Wahinya JOMO KENYATTA UNIVERSITY OF AGRICULTURE & TECHNOLOGY

DOI:

https://doi.org/10.14738/assrj.59.5114

Keywords:

Innovation, Performance, County Governments

Abstract

ABSTRACT

The purpose of this study was to determine the effect of planning on performance of county governments in Kenya. Questionnaire was used to collect data from seven counties in Kenya drawn from 47 county governments in Kenya.Two tools of analysis were adopted by this study namely: correlation analysisand regression analysis. The correlation analysis was used to show the positive correlation between the predictorand response variables while regression analysis was used to explain the relationship between the predictor and response variables. R-squared was used to provide the strength of the relationship between the model and the response variable and determine its goodness fit. While F statistics was used to test the significance of the regression model. The study adopted correlational research design. The findings revealed that performance of county government is significantly influenced by innovation. From the findings, the study concludes that the county governments should enhance on further improvement in the area of planning in order to enhance the benefit of planning on performance of county governance.

Key Words: Innovation, Performance, County Governments

Author Biography

Grace Njeri Wahinya, JOMO KENYATTA UNIVERSITY OF AGRICULTURE & TECHNOLOGY

SENIOR ADMINISTRATOR

ACADEMIC & STUDENT AFFAIRS DEPARTMENT 

References

Bessant, J., &Tidd, J. (2007). Innovation and Entrepreneurship. Chichester UK: Wiley.

Chenhall, R. H., &Langfield, K. (2007). Multiple perspectives of performance measures. European Management Journal, 25(4), 266-282.

Clayton, M. C., &Raynor,M. E. (2003). The Innovator’s Solution. Boston: HBS Press.

Cronbach, L. J. (2004). My current thoughts on coefficient alpha and successor procedures. Educational and Psychological Measurement Journal, 64(1), 391-418.

Donaldson, L. (2001). The contingency theory of organizations. Thousand Oaks, CA: Sage Publications.

Dwivedi, M. W. (2015). The unified theory of acceptance and use of technology (UTAUT). Journal of Enterprise Information Management, 28(3), 443-488.

Eleanor, G. (2014). Studying the impact of Innovation on Organizations, Organizational Populations and Organizational Communities. The Public Sector Innovation Journal,19(3), 2-14.

Greg Y. F. (1988). Evolutionary patterns of transition from a system to the super system in TRIZ. Journalin Management, 1(19)90, 26-90.

Korir, V. C. (2013). Challenges affecting devolution of Public Sector in Local Authorities in Kenya, a Case of County Government of Kericho, Unpublished MBA project, KenyattaUniversity, Nairobi, Kenya.

Lendel, V., & Varmus, M. (2011). Creation and implementation of the innovation strategy in the enterprise. Economics and Management, 16(1), 819-826.

Lopez-Nicolas, C., &Merono-Cerdan, A. L. (2011). Strategic knowledge management, innovationand performance. International Journal of Information Management, 31(6), 502-509.

Lundvall, B. (2007). National innovation Systems Analytical concept and developmenttool. Industry & Innovation, 14 (1), 95-119.

Mang, P. (2000).Strategic Innovation: ConstantinosMarkides on Strategy and Management. The Academy of Management Review, 14 (3), 43-45.

Mc Daniel, B.A. (2002). Entrepreneurship and innovation: An economic approach. London: M.E Sharp.

Muli, J. N. (2014). The Challenges of Implementation of Devolution Strategy at the Nairobi County Government in Kenya. Unpublished MBA project, University of Nairobi, Kenya.

Mwangi, P. K. (2016). Influence of Strategy Implementation on the Performance of Manufacturing Small and Medium Firms in Kenya. Unpublished PhD Thesis.JomoKenyatta University of Technology, Kenya.

Neely, A., Adams C., &Kennerly, M. (2007). The Performance Prism. The Scorecard for Measuring and Managing Business Success. Glouster, UK: Financial Times, Prentice Hall

Nickols F. (2016). Strategy, Strategic Management, Strategic Planning and Strategic Thinking. Management Journal, 1(1), 4-7.

Oke, A., Walumbwa, F. O., & Myers, A. (2012). Innovation strategy, human resource policy, and firms’ revenue growth: The roles of environmental uncertainty and innovation performance. Decision Sciences Journal, 43(2), 273-302.

Ondigi C. N., (2014) Challenges Facing Devolution in Kenya: A Comparative Study. Nairobi, Kenya.

Pearce, J.A., & Robinson,R.B. (2010). Strategic management, formulation, Implementationand control, (10th Ed). New York: McGraw-Hill Companies, Inc.

Porter, M., E. (2008). The Five Competitive Forces That Shape Strategy. HBR, Harvard BusinessReview. Retrieved on July 4, 2017 from http://www.temoa.info/node/2440.

Smith, R. J. (2005). Strategic Management and Planning in the Public Sector. London. Longman.

Thompson, J., &Strickland, A.J. (2003). Strategic Management: Concepts and Cases.Homewood, IL: Irwin.

Thompson, A.A, & Strickland, A.J. (2007). Strategic Management: Concepts and Cases. (12th Ed). New York: McGraw-Hill.

Tsang, K., K. (2012). The use of midpoint on Likert Scale: The implications for Educational Research. HongKong Teachers Centre Journal, 11(1), 121-130.

Verhees, F. J. H. M., &Meulenberg, M. T. G. (2004). Market orientation, innovativeness, product innovation, and performance in small firms. Journal of Small Business Management, 42(2), 134–154.

Walker, R. M., Damanpour F., &Devece C. A (2010). Management Innovation and Organizational Performance: The Mediating Effect of Performance Management. Journal of Public Administration Research and Theory, 21(1), 367-386.

Downloads

Published

2018-09-10

How to Cite

Wahinya, G. N. (2018). EFFECTS OF INNOVATION ON PERFORMANCE OF COUNTY GOVERNMENTS IN KENYA. Advances in Social Sciences Research Journal, 5(9). https://doi.org/10.14738/assrj.59.5114