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- ItemEntrepreneurial Leadership as a Catalytic Factor for Research Commercialization in Select Kenyan Universities(African Journal of Emerging issues, 2026-03-20) Kevin Wachira; Onesmus Mbaabu; Peter Kamoni; Robert Ombati; Daniel MutuaPurpose of the study:This paper examined how entrepreneurial leadership within select Kenyan universities influences the commercialization of research outputs. Problem Statement:Under the pressure of reduced government funding and major changes in the higher education funding model, universities in Kenya are finding themselves in a position where they must innovate and commercialize their research output to earn much-needed revenue.Method:Fourteen universities supported by theKenya National Innovation Agency in 2023/2024 to strengthen their institutional capacity for research commercialization under the Institutional Support Program were selected for this study. Through a qualitative research approach, the study gathered the stories of individual institution leaders and Institutional Working Group (IWG) members and looked for patterns within those. Data was analyzed through descriptive content analysis to determine the direction of the relationship between entrepreneurial leadership and research commercialization success.Findings:The main finding was that the institutional leadership supported research commercialization activities with deliberate decisions and progressive actions, as evidenced herein. However, there were still bottlenecks to the process including human resource motivation issues, inadequate/and or conflicting institutional policy framework for research commercialization, and resource deficiencies. Conclusion: Entrepreneurial leadership plays a catalytic role in driving research commercialization in Kenyan universities, but persistent structural and policy-related barriers must be addressed for sustainable impact.Recommendation:Universities should institutionalize entrepreneurial leadership practices by streamlining decision-making structures, incentivizing innovation, and enhancing commercialization-supportive policies.Keywords: Entrepreneurial leadership, innovation, research commercialization, Kenya, universities
- ItemExploring the State of Virtual Business Incubation in Kenya: A Survey of Selected Business Incubators(Lukenya University, 2026-04-15) Kevin WachiraThere remains a significant level of unemployment in Kenya especially among the young generation of under 35 years of age. The Government of Kenya, its development partners and private sector continue to put efforts to alleviate this problem. One of their major focus points is entrepreneurship especially at micro and small levels. Unfortunately, these micro and small enterprises have continued to record high mortality rates hence persistence of the unemployment problem. To reduce startup mortality rates business incubation has been evidenced by some studies as a viable solution. However, most incubation activities are done in on-site brick and mortar business incubators requiring face-toface interactions between the incubators’ staff and facilities and incubates. Unfortunately, this model of operation is under serious threat particularly with the advent of COVID 19 pandemic globally. This study aimed at finding out the state of virtual business incubation in Kenya. It was anchored in Schumpeter’s Theory of Creative Destruction as improved in the Simon’s Model. It employed a descriptive survey research design whereby a semi structured questionnaire was electronically issued to six randomly selected business incubators spread across six counties in the country. The main finding was that business incubators in Kenya had not taken up virtual incubation within a majority of their services, except in training and networking. Lack of reliable ICT infrastructure and failure by the incubators to re-package their services in a manner that would facilitate online delivery were cited as the main challenges facing virtual business incubation in the country. Nevertheless, the study noted that business incubators appreciate the benefits posed by virtual incubation and were optimistic about its future adoption. The study recommends that larger scale indepth studies be carried out to identify specific factors influencing effective virtual business incubation in Kenya. Key Words: Virtual Business Incubation, COVID 19, Start-up, SMEs
- ItemAdhocracy Culture and Strategy Implementation: An Application within Professional Bodies in Kenya(International Journal of Business and Management, 2025-02-08) Anne W. Njagi; Joseph Ngugi Kamau; Charity W. MuraguriStrategy implementation presents the most complex aspects of an organization. This study aimed at establishing the relationship between adhocracy culture and strategy implementation in professional bodies in Kenya. To accomplish the main study objective, a descriptive research design was conducted and anchored on Cameron and Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. A sampling frame of 168 respondents from 28 active professional bodies registered with the Association of Professional Bodies in East Africa (APSEA) was targeted. Data were collected using a structured questionnaire. Purposive sampling was used to select six (6) top managers in constant touch with the strategy implementation of their organizations. The study tested a null hypothesis and the results were analyzed through regression ANOVA to establish the relationship between adhocracy culture and strategy implementation. From the results, it was found that adhocracy had a significant positive effect on strategy implementation. The study concluded that adhocracy culture and strategy implementation in professional bodies in Kenya have a significant relationship. The study recommends that the leadership of an organization should work to establish a structure that accommodates adhocracy within the organization. Both operational and business level management should be structured in such a way that there is adhocracy culture within the ranks of the organization. The study further recommends a similar survey across the East African region including more professional bodies and further pursuit of adhocracy culture to test its suitability in other organizations other than professional bodies.
- ItemThe Effects of Product Differentiation Strategy Oncorporate Growth in Selected Microfinance Institutions Inkenya(International Journal for Research in Business, Management and Accounting, 2026-03-07) Stanley Kavale; Fred Mugambi; Gregory NamusongeThe main purpose of this study was to assess the effects of product differentiation strategy on corporate growth of Microfinance Institutions (MFIs) in Kenya. The study employed descriptive and quantitative research designs. The target population was 57 firms and the sample size was 32 firms arrived at through stratified and purposive sampling methods. The questionnaire was the primary data tool. The study found out that product differentiation strategy has significant effects on corporate growth in MFIs in Kenya. It concludes that increased deployment of product differentiation strategy increases corporate growth in MFIs in Kenya. It recommends that managers should create, protect and maintain differentiated products and services in order to be competitive in industry thus leading to corporate growth. Further, policy makers should find and implement ways of encouraging MFIs to create and maintain product differentiation in their portfolios.Key word: corporate, differentiation, growth, product,strategyInternational Journal for Research in Business, Management and Accounting
- ItemA Study on Properties of (n, m)- Hyponormal Operators(Asian Journal of Pure and Applied Mathematics, 2026-01-10) Kikete, D. Wabuya; Luketero, S. Wanyonyi; Mile, J. Kitheka; Wafula, A. W. WanyonyiThis paper looks at the properties of (n, m)- hyponormal operators. We show that for an operator A that is (n, m)- hyponormal, and it is equivalent under an isometry to an operator B, then B is also (n, m)- hyponormal. Additionally, the concept of (n, m)-unitary quasiequivalence is introduced, and it is also shown that if an operator A is (n, m)- hyponormal, and is (n, m)-unitary quasiequivalence to an operator B, then Bis also (n, m)- hyponormal.