Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya

Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya. Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Murimi, Muturi Moses [verfasserIn] Ombaka, Beatrice Elesani [verfasserIn] Muchiri, Joseph [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2021

Rechteinformationen:	Open Access Namensnennung - Nicht-kommerziell 2.0 Generic ; CC BY-NC 2.0

Schlagwörter:	Strategic Resources Firm Performance Resource Based View Balanced Score Card Model Small and Medium Manufacturing Enterprises

Übergeordnetes Werk:	Enthalten in: International journal of business and economic sciences applied research - Kavala : [Verlag nicht ermittelbar], 2015, 14(2021), 2, Seite 43-57
Übergeordnetes Werk:	volume:14 ; year:2021 ; number:2 ; pages:43-57

Links:	Link aufrufen Link aufrufen Link aufrufen

DOI / URN:	10.25103/ijbesar.142.04

Katalog-ID:	1774453835

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allfields	10.25103/ijbesar.142.04 doi 10419/280234 hdl (DE-627)1774453835 (DE-599)KXP1774453835 DE-627 ger DE-627 rda eng M12 M10 M13 jelc Murimi, Muturi Moses verfasserin aut Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya Muturi Moses Murimi, Beatrice Elesani Ombaka, Joseph Muchiri 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya. DE-206 Namensnennung - Nicht-kommerziell 2.0 Generic CC BY-NC 2.0 cc https://https://creativecommons.org/licenses/by-nc/2.0/ Strategic Resources (dpeaa)DE-206 Firm Performance (dpeaa)DE-206 Resource Based View (dpeaa)DE-206 Balanced Score Card Model (dpeaa)DE-206 Small and Medium Manufacturing Enterprises (dpeaa)DE-206 Ombaka, Beatrice Elesani verfasserin (DE-588)1246209136 (DE-627)177821617X aut Muchiri, Joseph verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 14(2021), 2, Seite 43-57 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:14 year:2021 number:2 pages:43-57 http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf Verlag kostenfrei https://doi.org/10.25103/ijbesar.142.04 Resolving-System kostenfrei https://hdl.handle.net/10419/280234 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 14 2021 2 43-57 26 01 0206 399123159X x1z 19-10-21 2403 01 DE-LFER 4000477285 00 --%%-- --%%-- n --%%-- l01 10-11-21 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.142.04 2403 01 DE-LFER http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf
spelling	10.25103/ijbesar.142.04 doi 10419/280234 hdl (DE-627)1774453835 (DE-599)KXP1774453835 DE-627 ger DE-627 rda eng M12 M10 M13 jelc Murimi, Muturi Moses verfasserin aut Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya Muturi Moses Murimi, Beatrice Elesani Ombaka, Joseph Muchiri 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya. DE-206 Namensnennung - Nicht-kommerziell 2.0 Generic CC BY-NC 2.0 cc https://https://creativecommons.org/licenses/by-nc/2.0/ Strategic Resources (dpeaa)DE-206 Firm Performance (dpeaa)DE-206 Resource Based View (dpeaa)DE-206 Balanced Score Card Model (dpeaa)DE-206 Small and Medium Manufacturing Enterprises (dpeaa)DE-206 Ombaka, Beatrice Elesani verfasserin (DE-588)1246209136 (DE-627)177821617X aut Muchiri, Joseph verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 14(2021), 2, Seite 43-57 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:14 year:2021 number:2 pages:43-57 http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf Verlag kostenfrei https://doi.org/10.25103/ijbesar.142.04 Resolving-System kostenfrei https://hdl.handle.net/10419/280234 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 14 2021 2 43-57 26 01 0206 399123159X x1z 19-10-21 2403 01 DE-LFER 4000477285 00 --%%-- --%%-- n --%%-- l01 10-11-21 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.142.04 2403 01 DE-LFER http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf
allfields_unstemmed	10.25103/ijbesar.142.04 doi 10419/280234 hdl (DE-627)1774453835 (DE-599)KXP1774453835 DE-627 ger DE-627 rda eng M12 M10 M13 jelc Murimi, Muturi Moses verfasserin aut Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya Muturi Moses Murimi, Beatrice Elesani Ombaka, Joseph Muchiri 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya. DE-206 Namensnennung - Nicht-kommerziell 2.0 Generic CC BY-NC 2.0 cc https://https://creativecommons.org/licenses/by-nc/2.0/ Strategic Resources (dpeaa)DE-206 Firm Performance (dpeaa)DE-206 Resource Based View (dpeaa)DE-206 Balanced Score Card Model (dpeaa)DE-206 Small and Medium Manufacturing Enterprises (dpeaa)DE-206 Ombaka, Beatrice Elesani verfasserin (DE-588)1246209136 (DE-627)177821617X aut Muchiri, Joseph verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 14(2021), 2, Seite 43-57 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:14 year:2021 number:2 pages:43-57 http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf Verlag kostenfrei https://doi.org/10.25103/ijbesar.142.04 Resolving-System kostenfrei https://hdl.handle.net/10419/280234 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 14 2021 2 43-57 26 01 0206 399123159X x1z 19-10-21 2403 01 DE-LFER 4000477285 00 --%%-- --%%-- n --%%-- l01 10-11-21 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.142.04 2403 01 DE-LFER http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf
allfieldsGer	10.25103/ijbesar.142.04 doi 10419/280234 hdl (DE-627)1774453835 (DE-599)KXP1774453835 DE-627 ger DE-627 rda eng M12 M10 M13 jelc Murimi, Muturi Moses verfasserin aut Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya Muturi Moses Murimi, Beatrice Elesani Ombaka, Joseph Muchiri 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya. DE-206 Namensnennung - Nicht-kommerziell 2.0 Generic CC BY-NC 2.0 cc https://https://creativecommons.org/licenses/by-nc/2.0/ Strategic Resources (dpeaa)DE-206 Firm Performance (dpeaa)DE-206 Resource Based View (dpeaa)DE-206 Balanced Score Card Model (dpeaa)DE-206 Small and Medium Manufacturing Enterprises (dpeaa)DE-206 Ombaka, Beatrice Elesani verfasserin (DE-588)1246209136 (DE-627)177821617X aut Muchiri, Joseph verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 14(2021), 2, Seite 43-57 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:14 year:2021 number:2 pages:43-57 http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf Verlag kostenfrei https://doi.org/10.25103/ijbesar.142.04 Resolving-System kostenfrei https://hdl.handle.net/10419/280234 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 14 2021 2 43-57 26 01 0206 399123159X x1z 19-10-21 2403 01 DE-LFER 4000477285 00 --%%-- --%%-- n --%%-- l01 10-11-21 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.142.04 2403 01 DE-LFER http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf
allfieldsSound	10.25103/ijbesar.142.04 doi 10419/280234 hdl (DE-627)1774453835 (DE-599)KXP1774453835 DE-627 ger DE-627 rda eng M12 M10 M13 jelc Murimi, Muturi Moses verfasserin aut Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya Muturi Moses Murimi, Beatrice Elesani Ombaka, Joseph Muchiri 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya. DE-206 Namensnennung - Nicht-kommerziell 2.0 Generic CC BY-NC 2.0 cc https://https://creativecommons.org/licenses/by-nc/2.0/ Strategic Resources (dpeaa)DE-206 Firm Performance (dpeaa)DE-206 Resource Based View (dpeaa)DE-206 Balanced Score Card Model (dpeaa)DE-206 Small and Medium Manufacturing Enterprises (dpeaa)DE-206 Ombaka, Beatrice Elesani verfasserin (DE-588)1246209136 (DE-627)177821617X aut Muchiri, Joseph verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 14(2021), 2, Seite 43-57 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:14 year:2021 number:2 pages:43-57 http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf Verlag kostenfrei https://doi.org/10.25103/ijbesar.142.04 Resolving-System kostenfrei https://hdl.handle.net/10419/280234 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 14 2021 2 43-57 26 01 0206 399123159X x1z 19-10-21 2403 01 DE-LFER 4000477285 00 --%%-- --%%-- n --%%-- l01 10-11-21 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.142.04 2403 01 DE-LFER http://ijbesar.ihu.gr/docs/volume14_issue2/14_02_04.pdf
language	English
source	Enthalten in International journal of business and economic sciences applied research 14(2021), 2, Seite 43-57 volume:14 year:2021 number:2 pages:43-57
sourceStr	Enthalten in International journal of business and economic sciences applied research 14(2021), 2, Seite 43-57 volume:14 year:2021 number:2 pages:43-57
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topic_facet	Strategic Resources Firm Performance Resource Based View Balanced Score Card Model Small and Medium Manufacturing Enterprises
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authorswithroles_txt_mv	Murimi, Muturi Moses @@aut@@ Ombaka, Beatrice Elesani @@aut@@ Muchiri, Joseph @@aut@@
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topic_title	M12 M10 M13 jelc Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya Muturi Moses Murimi, Beatrice Elesani Ombaka, Joseph Muchiri Strategic Resources (dpeaa)DE-206 Firm Performance (dpeaa)DE-206 Resource Based View (dpeaa)DE-206 Balanced Score Card Model (dpeaa)DE-206 Small and Medium Manufacturing Enterprises (dpeaa)DE-206
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title_full	Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya Muturi Moses Murimi, Beatrice Elesani Ombaka, Joseph Muchiri
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title_sort	strategic resources, a driver of performance in small and medium manufacturing enterprises in kenya
title_auth	Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya
abstract	Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya.
abstractGer	Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya.
abstract_unstemmed	Purpose: This study sought to establish the effect of strategic resources on performance of small and medium manufacturing enterprises. Specifically, the study sought to identify how financial resources, human resources, physical resources and intellectual capital affect performance of small and medium manufacturing enterprises in Kenya. Methodology: Positivism research philosophy was utilised. Cross-sectional descriptive survey as well as explanatory study design were used in the study. The target population for the study was 350 Kenyan SMEs in the manufacturing sector. A sample of 183 firms was selected using stratified random sampling. One respondent from each firm was selected being the managing director. Data was collected using a semi-structured questionnaire. Diagnostic tests for multicollinearity and normality were conducted before data analysis. The research questionnaire was tested for content validity and reliability after. Data was analysed using inferential and descriptive statistics. Data collected was analysed using SPSS V23. Finding: The study found that strategic resources have a significant influence on significant influence on performance of manufacturing SMEs in Kenya. Specifically, financial, human and physical resources all positively and significantly influenced the performance of Kenyan SMEs while intellectual resources as no effect on performance. The study therefore concluded that financial resources have a positive and significant influence on performance of manufacturing SMEs in Kenya, human resource was found to be significant in predicting performance. Physical resources have a significant influence on performance of manufacturing SMEs in Kenya while intellectual capital has no significant influence on performance of manufacturing SMEs in Kenya. Study Implication: The study recommended that Management of manufacturing SMEs should ensure that there are enough financial resources to meet their daily transactions and ensure that they are able to acquire the relevant strategic resources for efficient running of their firms; have adequate, committed and well-skilled personnel with the required expertise; should invest significantly in physical resources in order to maximise the performance of these firms; carry our cost benefit analysis before committing their resources to protect their intellectual capital in form of patents. Value of the Study: The study showcases the influence of strategic resources on performance of manufacturing SMEs in Kenya.
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title_short	Strategic resources, a driver of performance in small and medium manufacturing enterprises in Kenya
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