International Journal of Entrepreneurship, Innovation, and Business Strategies

Influence of Innovation Capability on the Competitive Advantage of Private Universities in Kenya

Nabila Ibrahim Sheikh Issack, John Karihe, Lawrence Odollo — Mon, 15 Sep 2025 00:00:00 +0000

Aim: Private universities in Kenya face declining program quality, limited research output, low graduate employability, and weak global rankings, despite rising enrollment, challenges that stem from their limited use of innovative capabilities. This study aimed to determine the influence of innovation capability on the competitive advantage of private universities in Kenya.

Methods: This study employed a descriptive research design. The target population was 33 chartered private universities in Kenya, which act as the unit of analysis. A Census survey was conducted on all the 33 private universities registered with the Kenya National Association of Private Colleges. The unit of observation comprised registrars, the DVCs of Academic Affairs, Finance and Administration, and Research and Extension in private universities. Primary data was gathered using semi-structured questionnaires. The data was analyzed using SPSS 28 version, where correlation and regression analysis were conducted.

Results: The findings from correlation analysis revealed that there was a strong and statistically significant positive relationship between innovation capability and the competitive advantage of private universities in Kenya (r = 0.825, p = 0.000). Further, results from regression analysis demonstrated that innovation capability had a positive and significant influence on competitive advantage (β = 0.762, p = 0.000). This implies that enhanced innovation capability among private universities leads to improved competitive advantage within the higher education sector in Kenya.

Conclusion: It was concluded that supporting innovation through the introduction of current academic programs, the adoption of updated teaching methods, and ongoing improvement in administrative procedures considerably improves the competitiveness of Kenya's private institutions.

Recommendations: It is recommended that private universities enhance innovation by adopting emerging technologies, fostering interdisciplinary collaboration, and supporting research and development to sustain competitiveness and meet evolving stakeholder needs.

Effect of Innovative Human Resource Management Strategies on Employee Retention: A Systematic Review of Literature

Emmanuel M. Kojo, Eric Osei, Barbara A. Nana — Wed, 25 Jun 2025 00:00:00 +0000

Aim: A systematic review of the effect of innovative human resource management strategies on employee retention

Methods: This study employed a systematic review approach. Multiple bibliographic databases, including Google Scholar, Semantic Scholar, ResearchGate, Sage, JSTOR, ScienceDirect, Emerald Insight, and Elsevier were systematically searched. Titles, abstracts, and keywords related to innovative human resource management strategies and employee retention were screened. Search terms included innovative human resource, management strategies, employee retention, workforce engagement, employee turnover, and human capital.

Results: Innovative human resource approaches such as flexible working circumstances, digital tools, green efforts, and continual employee development can boost job satisfaction and loyalty, which in turn reduces turnover. Strategic and innovative HRM practices such as training, rewards, flexible work, and clear career paths are key to employee retention by improving satisfaction and commitment. Adapting these strategies to meet the needs of groups like Generation Z, who prioritize technology and autonomy, is increasingly important. Additionally, green HRM and strong workplace relationships foster a positive culture that further supports retention.

Conclusion: Combining traditional methods with green initiatives, digital tools, and personalized development helps deepen loyalty and reduce turnover. However, retention is complex and shaped by factors like culture and workforce diversity, so ongoing research is needed to adapt these strategies effectively.

Recommendations: Organizations should combine innovative and traditional HRM practices, focusing on continuous learning, flexible work, green initiatives, and tailoring strategies to younger employees who value technology and autonomy.

Empowering Uganda’s Youth: A Pathway to Employment and Resilience with Insights from the Access to Employment Project

Rogers Kasirye, Barbara Nakijoba, Rogers Mutaawe, Richard Tebandeke — Mon, 24 Feb 2025 00:00:00 +0000

Aim: This paper critically examines the project's implementation, highlights measurable outcomes, and explores its implications for fostering sustainable development in marginalized communities.

Methods: This study utilized a mixed-methods approach to assess the effectiveness of the project, combining both quantitative and qualitative methods to provide a comprehensive analysis of its impact on youth empowerment and livelihoods. Quantitative data were collected through surveys at three key stages: pre-program, post-program, and follow-up. Qualitative data were collected through in-depth interviews and focus group discussions (FGDs), offering deeper insights into participants' lived experiences, challenges, and perceptions of the program’s effectiveness. A total of 869 youth participated in the pre-program survey, 755 completed the post-program survey, and 682 completed the follow-up survey.

Results: The Access to Employment project resulted in a 40% increase in youth employment rates and enhanced financial literacy among 70% of participants. Youth who completed vocational training demonstrated improved economic stability, social resilience, and self-sufficiency. Many youths established small businesses in sectors such as tailoring, hairdressing, and electronics repair. Participants reported improvements in income levels, business growth, and financial management skills, contributing to long-term economic resilience.

Conclusion: The findings demonstrate the importance of integrated approaches in addressing structural inequalities, offering valuable insights for future youth empowerment initiatives and pathways to economic independence and resilience.

Recommendation: To ensure long-term sustainability, the government, NGOs, and the private sector should collaborate to allocate resources for youth employment, align vocational training with market demands, and provide financial and technical support to youth-owned businesses.

Influence of Intellectual Capital on Job Satisfaction in Selected Food Manufacturing Firms in Kenya

Onjolo Samuel Omolo — Mon, 30 Jun 2025 00:00:00 +0000

Aim: This study aimed to determine the relationship between intellectual capital and job satisfaction in selected food manufacturing firms in Kenya.

Methods: The study adopted an explanatory research design with a stratified sampling technique. A sample of 370 respondents was obtained, using Yamane’s (1967) formula, from a target population of 11456 employees from 45 firms. A pilot study was conducted covering 40 respondents from 8 firms. Data were collected through a 5-point Likert-scale questionnaire using a drop-and-collect approach and analyzed in SPSS v24 for both descriptive and inferential statistics.

Results: The findings indicate a statistically significant positive relationship between intellectual capital and job satisfaction at t_cal=15.262>t_crit=1.96 at p=0.000. Therefore, the null hypothesis that intellectual capital has no significant effect on job satisfaction was rejected. The regression outcome of β=0.678, p=0.000 indicated that a unit enhancement in intellectual capital results in job satisfaction enhancement by 0.678 units.

Conclusion: These results highlight the strategic role of intellectual capital in shaping workforce satisfaction, reinforcing the need for targeted investment in knowledge-based resources in the manufacturing sector.

Recommendations: To optimize job satisfaction at the firm level, human resource and ICT managers should consistently ensure the adequacy of human and structural capital. The head of marketing, in collaboration with production portfolio managers, must address relational capital needs, while the head of finance secures budgetary allocations for the acquisition, installation, and maintenance of activities supporting intellectual capital. Additionally, the HR head, together with portfolio managers, should facilitate targeted employee training and development to promote career growth, enhance job satisfaction, and ensure the effective and efficient use of intellectual capital, ultimately boosting organizational productivity and performance.

Customer Service and Customer Retention in Stationery Retail Shops: Evidence from Buea Municipality, Cameroon

Njeble Andreas Tekunang, Tenyiyim Everestus, Visemih William Muffe — Fri, 13 Jun 2025 00:00:00 +0000

Aim: The increasingly competitive market environment demands that businesses employ effective measures to build long-term relationships with their potential and existing customers, thereby increasing loyalty and retention. This paper sought to assess the effect of customer service on customer retention in stationery retail shops in Buea Municipality.

Methods: The Leaky Bucket and the planned behaviour theories were employed to indicate the relationship that exists between the constructs. This study adopted a survey explanatory research design and used the convenience sampling technique. Data were collected through questionnaires administered to 395 customers of stationery retail shops in the Buea Municipality. Ordinary least squares regression was used to analyze the data.

Results: Findings showed that employee attitude (0.162***), complaint handling (0.283***) and effective communication (0.402***) as customer service dimensions have a significant and positive relationship with customer retention in stationery retail shops in the Buea Municipality at 1% significance level, that is, a 99% confidence level.

Conclusion: Overall, the results show that customer service is a significant tool for customer retention.

Recommendations: The study recommends that the management of stationery retail shops in Buea Municipality should provide reliable information about their products and services. They should also invest in staff training and implement robust feedback mechanisms to strengthen customer relationships and enhance retention.