Abstract:
This thesis examined how strategic orientation mediated dynamic capabilities and competitive
advantage relationships in small and medium-retail enterprises facing dynamic situations
especially from large retail enterprises. Specifically, this study focused on three hypothesized
dynamic capabilities, which were; sensing and seizing of market opportunities and
reconfiguring the resource base; the mediating effect of competition orientation and customer-
orientation for competitive advantage among retail SMEs within a developing country given
the business environmental pressures. The study objectives were to determine the direct
influence of sensing, seizing and reconfiguring capabilities on competitive advantage of retail
SMEs and also the indirect influence by determining the mediating effect of strategic
orientation on the relationship between dynamic capabilities and competitive advantage. The
research was descriptive with the target population being the 8,601 FMCG retail SME’s
registered with Thika Sub County. Stratified random sampling technique was used to select a
sample of 358 enterprises and data collected by use of questionnaires and then analyzed using
multiple regression analysis and tested hypotheses. The findings of this study from the
multiple regression analysis indicated that SMREs competitive advantage is directly
influenced by the deployment of strategic dynamic capabilities. The results of this research
shows that, both competition orientation and customer orientation of an enterprise partially
mediates the relationship between seizing and reconfiguration capabilities and fully mediates
the relationship between sensing capabilities and competitive advantage. The results indicated
that, customer oriented strategies coupled with reconfiguration capabilities were the most
critical dynamic capabilities in enhancing an SMRE’s competitive advantage. The study
therefore recommends that SMREs should focus integrating the newly acquired capabilities by enhancing their systems, products and service delivery responsive to the customers and focus
in supporting the enterprise goals and objectives.
The research also recommends SMEs need to go beyond the level of acquiring resources and
move to the level of transforming the resources to capabilities, in order to remain competitive
in a changing environment. Finally, study concludes aligning the dynamic capabilities to the
enterprise’s competitive strategies with customers focus and proper analysis of competition
trends would facilitate competitive attacks emerging from large retailers.
Description:
Dynamic capabilities, strategic orientation and competitive advantageof small and medium-retail enterprises in Kenya
Grace Wangari Kiiru
A thesis submitted in partial fulfillment for the degree of Doctor of
Philosophy in Business Administration in the Jomo Kenyatta University of
Agriculture and Technology
2015