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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.

Business Model Innovation (BMI) has been widely recognised by management scholars as a significant approach to analyse complex organisational issues and address challenges in volatile business contexts.  Small and Medium Enterprises (SMEs) operating in highly turbulent business environments struggle to be viable. Hence, the need to adopt appropriate business models to ensure resilient and viability. This study sought to examine the influence of BMIs on the ability of SMEs in developing nations to withstand and recover from challenges posed by unstable business environments. This study uses a quantitative approach, with a cross-sectional survey to collect empirical evidence from 327 SMEs selected through quota sampling.  Using Structural Equation Modeling (SEM) method, results of the study reveal that BMI has a positive impact on the resilience of SMEs. The findings demonstrated that implementing innovative modifications in the business model, namely value creation, value capture, and value proposition positively influence the resilience of SMEs. The study concludes that implementing innovative business models contributes to the development of resilience among SMEs in emerging economies. This paper is relevant to SMEs operating in developing economies as well as those in volatile business environments.

This research examines digital transformation and corporate entrepreneurship as strategies to face disruption in the global era. The study is motivated by technological advances such as AI, Big Data, and IoT that drive a shift in business paradigms. The research objectives include analyzing corporate entrepreneurship strategies to spur innovation, conducting case studies of companies successfully implementing corporate entrepreneurship, identifying barriers and challenges, and evaluating implications for companies in the digital era. The research employs a qualitative approach using case studies and literature analysis to integrate primary and secondary data through triangulation and thematic analysis. Findings indicate that the application of innovative strategies through corporate entrepreneurship enhances competitive advantage, accelerates digital adaptation, and optimizes both internal and external collaboration. Key barriers—such as conservative organizational culture and limited resources—can be overcome through structural changes and investments in technology and human resources. The conclusions emphasize the importance of synergy between digital innovation and corporate entrepreneurship in creating sustainable company growth. This study contributes strategically to the development of adaptive business models amid digital disruption. The findings are expected to serve as a reference for practitioners and academics in designing innovative strategies that respond effectively to global market dynamics, thereby enhancing operational efficiency and achieving a sustainable competitive edge.  

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.

Sustainability has become a significant concern worldwide, and Indonesia is no exception. In Indonesia, the sustainable business practice has slowly arisen to conquer the global challenge. This paper highlights the need for a sustainable business model for the batik industry in Anugerah Batik Cooperative, Ciwaringin Village, Indonesia, by considering two factors, namely the utilization of natural dyeing in the batik process and the Covid-19 pandemic. Using a mix-method and business model canvas approach, the researchers interviewed nine owners of the sustainable batik industries and sent 109 questionnaires to the batik customers. The mix-method allowed the researchers to capture the existing business practice and gain insights from the batik customers' perception of sustainable batik products. A new perspective regarding the business model was developed by highlighting several building blocks, including value propositions, customer segments, customer relationships, essential resources, key activities, and revenue streams.


 
 
 The purpose of this study is to associate with the principles of Sun Tzu's art of war and the basic features of the competitive strategies, and to reveal the similarities between Sun Tzu's war strategies and competitive strategies, to generate a different point of view for business and literature. Qualitative research method was used. Sun Tzu's art of war book was examined aspects of competition, and theoretical and practical secondary sources were evaluated. As a result, the Principles of Sun Tzu's art of war have been adapted to the business competitiveness, related to competitive strategies and created a conceptual framework.