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This conceptual theory-building study examines how African FinTech organisations navigate volatility, uncertainty, complexity and ambiguity (VUCA), using Mukuru as a paradigmatic single case. It develops the Mukuru Ambidextrous Strategic Emergence Model (MASEM) by integrating Entrepreneurial Orientation, Strategic Agility, Organisational Ambidexterity, Chaos Theory and Strategic Decision-Making Theory. Using secondary evidence, longitudinal organisational analysis and abductive cross-theoretical synthesis, the study explains how Mukuru combines exploitation of established remittance and agent-network capabilities with exploration of digital innovation. The analysis identifies multidexterity, the orchestration of multiple, potentially contradictory business models across heterogeneous regulatory settings, as a key capability linking strategic agility to sustained emergence. MASEM conceptualises VUCA pressures as external conditions, entrepreneurial and adaptive capabilities as the strategic core, responsible AI and green digital finance as enabling capabilities, and resilience, inclusion and antifragility as intended organisational outcomes. The model is conceptual rather than empirically validated; accordingly, future research should test its constructs and causal relationships across multiple African FinTech organisations. The study contributes an Africa-centred framework and practical guidance for managers seeking to align innovation, governance, sustainability and regulatory adaptability under persistent environmental turbulence.

The motor vehicle assembly industry is crucial for industrial development, job creation, and economic growth. However, Kenya’s motor vehicle sector has seen a decline in local market share, revenue, and competitiveness due to strategic stagnation, weak innovation, and operational inefficiencies. This study therefore examined the effect of competitor elimination strategy on the performance of motor vehicle assemblers in Kenya. The study was anchored on the Resource-Based View (RBV) theory. It adopted a descriptive and explanatory design. The target population comprised all 21 licensed and operational motor vehicle assembly firms in Kenya and the 202 employees directly involved in strategy and operations at three management levels across these firms. A census approach was used, and primary data were collected using a semi-structured questionnaire. Three firms were purposively used for the instrument pretest, after which the main study was conducted among the remaining 18 firms. Construct validity was assessed through factor analysis, and reliability was assessed using Cronbach’s Alpha (≥ 0.70). Descriptive statistics provided foundational insights, while inferential analysis included Pearson’s Product-Moment Correlation and simple linear regression; thematic analysis was used for the qualitative data. The study found that competitor elimination strategy had a positive and statistically significant effect on the organisational performance of motor vehicle assemblers in Kenya (R² = 0.340, β = 0.451, p = 0.000). Policymakers in Kenya should promote innovation, product differentiation, and strategic positioning through R&D incentives, first-mover support, and cross-industry collaboration to enable effective competitor elimination. Motor vehicle assemblers should implement product bundling, differentiated offerings, strategic alliances, and innovation initiatives to create unique market space, reduce direct competition, attract new customers, increase market share, and enhance overall performance and sustainability. This study provides insights to guide strategic innovation and competitiveness in Kenya’s motor vehicle assembly industry, contributing to the realisation of the Sustainable Development Goals, Africa’s Agenda 2063, and Kenya Vision 2030.

Small to Medium Enterprises (SMEs) are essential to global economic development. However, they frequently encounter strategic and innovative challenges stemming from limited resources, unpredictable environments, and informal planning processes. This integrative review examines the interconnected roles of design thinking, strategy formulation, and innovation within the context of SMEs. The study investigates how design thinking—a human-centered, iterative problem-solving methodology—can enhance the strategic agility and innovation capacity of SMEs by drawing on multidisciplinary literature. Grounded in the Dynamic Capabilities Theory, the review emphasizes how design thinking enables SMEs to identify opportunities, implement innovations, and adapt their operations through the development of flexible strategies. Key themes explored include the democratization of strategic planning, the facilitation of cost-effective innovation, and the establishment of feedback loops that align business objectives with changing market demands. The review also identifies significant gaps in empirical research and underscores the necessity for context-sensitive approaches tailored to SMEs in developing economies. The findings present practical implications for SME managers and policymakers, advocating for the incorporation of design-led thinking within strategic and innovation processes to foster resilient, customer-centric enterprises. 

SME liquor retailers operate in complex, strictly regulated, and competitive environments yet unlicensed liquor retailers are active in meeting demands of consumers, while large retail chain organizations with financial resources continue to enter the market posing a challenge for the SME liquor retailers to sustain themselves. This study uses competitive theory to investigate the effect of innovation management practices in enhancing competitiveness of SME liquor retailers in South Africa. A qualitative exploratory design was used with thematic analysis to analyze 21 empirical data collected through semi-structure interviews. Findings highlight that by practicing innovation management, specifically non-technological, incremental, and service innovations, liquor retailers were able to attract, keep, and maintain their customer base. The respondents collaborated with suppliers to deploy a reward system to encourage customer loyalty and repeat purchases. SME liquor retailers are encouraged to deploy different forms of innovation management to enhance their ability to attract, keep, and maintain customers and thereby enhance their competitiveness.