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Whether strategic leadership retains real value for firm performance has long been contested, and the debate has often outrun the evidence in sectors far from the manufacturing and service settings where the construct was first tested. This study revisits Upper Echelons Theory and asks whether strategic leadership matters for the performance of poultry firms in an emerging economy. It examined the nineteen registered poultry firms in Nairobi City County, Kenya, a value chain marked by declining output, rising import competition and volatile input costs. Anchored on Upper Echelons Theory, and complemented by Strategic Leadership Theory and the Resource-Based View, the study measured strategic leadership as an integrated four-dimension construct comprising setting strategic direction, building core competencies, building organizational culture and networking, and examined the association between each dimension and firm performance. All nineteen firms were taken as a census, and a proportionate stratified random sample of 209 managers was drawn from their top echelon and business unit ranks; 200 returned usable questionnaires, a response rate of 95.69%, with Cronbach's alpha clearing the 0.7 threshold on every scale (0.761 to 0.902). The firms reported a high level of strategic leadership practice (M=3.99; SD=1.088) and a slightly lower level of performance (M=3.83; SD=0.779). Multiple linear regression showed that the four dimensions jointly explained 72.5% of the variance in managers' reported firm performance (Adjusted R²=.725; F significant at p < .001). Each dimension contributed a positive and significant effect: networking (B=.282), setting strategic direction (B=.246), building core competencies (B=.243) and building organizational culture (B=.204), all at p≤0.05. The results indicate that, far from being overwhelmed by a turbulent agribusiness environment, strategic leadership practices are strongly and consistently associated with performance in it. The study extends an upper-echelons perspective to emerging-economy agribusiness, demonstrates the value of measuring strategic leadership as a consolidated four-dimension whole, and advises boards and managers of poultry firms to treat clear strategic direction, competence renewal, adaptive culture and value chain networks as investments that shape revenue rather than as overhead.

This paper examines the Resource-Based View (RBV) and the Theory of Firm Heterogeneity to clarify their theoretical boundaries and enhance their explanatory power. It addresses key limitations of RBV, including endogeneity, tautological reasoning, and limited attention to contextual influences, and examines how digital technologies and artificial intelligence (AI) reshape strategic resources and firm heterogeneity. The study employs a systematic review of the strategic management literature. It synthesises the core assumptions of RBV with insights from firm heterogeneity, evolutionary theory, and capability-based perspectives to assess how internal resources, contextual factors, and technological capabilities shape competitive advantage. The review indicates that RBV and the Theory of Firm Heterogeneity provide complementary explanations of persistent performance differences among firms. Competitive advantage depends not only on heterogeneous resources but also on firms' ability to adapt, integrate, and deploy these resources in response to changing environmental and institutional conditions. Digital transformation and AI further amplify firm heterogeneity by creating differences in technological capabilities and innovation capacity. The paper advances the strategic management literature by integrating RBV with the Theory of Firm Heterogeneity, offering a more comprehensive explanation of sustained competitive advantage. It demonstrates how digital technologies and AI reshape strategic resources and identifies future research opportunities in contextual influences, capability development, and technology-driven competitive advantage.

Despite the significant economic contribution of the jua kali enterprises, the industry is beset by fundamental financial issues that limit their firm performance. Consequently, many of these enterprises fail soon after they open for operation; 50% to 95% fail during the first five years. The development of seed capital is one of the main issues affecting the firm performance of Jua Kali enterprises. This research assessed the effects of seed capital on firm performance of Jua Kali enterprises in Kamukunji, Nairobi City County, Kenya. The specific objectives were to; establish the effect of angel investors, equity financing and crowdfunding on firm performance of Jua Kali enterprises in Kamukunji, Nairobi City County, Kenya. The anchor theory was the Resource-Based View, Pecking Order Theory, and Information Asymmetry Theory. The study used quantitative methods, applying positivism paradigms. Both explanatory and descriptive research designs was used in this study. The target population was the 4763 Jua Kal enterprises in Kamukunji, Nairobi City County, Kenya and unit of enquiry their managers/owners. Using, a formula, the study obtained a sample size of 367 respondents. The study used stratified proportionate sampling and simple random sampling to obtain respondents from the associations. Construct validity was used to examine the questionnaire's validity and Cronbach's alpha at the 0.7 level was used to test its reliability.  Data was analysed to produce descriptive and inferential statistics. The results from the analysis were presented on frequency tables.  The study found that each of angel investors, equity financing and crowdfunding, has significant effect on firm performance of Jua Kali enterprises in Kamukunji, Nairobi City County, Kenya. The study recommends for angel investors to be active not only in providing finance but also in strategic mentorship and networking, and advisory services. For entrepreneurs, internal equity financing should come first while the potential of crowdfunding can be harnessed by training business owners. More so, entrepreneurs should build management skills, financial literacy, and strategic abilities while the government and regulatory bodies should streamline policies and clarify compliance requirements with supportive tax incentives.

The study focused on assessing how the level of adoption of four Absorptive Capacity(AC)  dimensions as a driver of strategic technological change has contributed to sustainable performance of firms operating in the insurance sector  in Kenya. The conceptualization of the study was informed by the postulates of three theoretical frameworks; the Model of Absorptive capacity, Resource Based View( RBV) and Knowledge Based view (KBV)  with four hypotheses testing the effect of each of the four dimensions of AC on sustainable performance of the insurance firms. A descriptive survey design was adopted to obtain data from a target sample of 224 respondents representing heads of units actively involved in roles associated with AC in  56 Insurance firms. The study registered a response rate of 83% with the respondents demonstrating demographic characteristics indicating adequate industry work experience and education levels. The dimensions of Absorptive Capacity aligning to strategy implementation and strategic choice were adopted to a higher extent compared to those aligning to strategic thinking aspects touching on strategy formulation. Though all the four dimensions had a significant positive effect on sustainable performance, those aligning towards strategic choice and implementation had a higher effect on sustainable performance than those aligning towards strategic thinking. The study concluded that the four dimensions of AC are suitable drivers of strategic technological change in the manner in which their attributes  speak to the three strategic management processes of strategic planning(formulation), choice and implementation. The study calls on future research to extend the implications of the findings reported by providing more plausible explanations to the dilemmas revolving around the low adoption of the AC dimensions aligning towards strategic thinking and its subsequent effect on sustainable performance using objective data on the dimensions of AC.

This study investigates the influence of strategic leadership components on the performance of financial multinational companies listed on the Nairobi Securities Exchange (NSE) in Kenya. Specifically, it examines the effects of strategic controls, organizational capabilities, visionary leadership, and organizational change management on performance outcomes, measured through profitability and branch expansion. Employing a descriptive research design, the study targeted 14 listed commercial banks and 250 middle-level managers across marketing, relationship, and finance departments. A sample of 154 respondents was selected using stratified random sampling and the Taro Yamane formula. Data were collected via structured questionnaires incorporating five-point Likert scales and administered both electronically and through the drop-and-pick method. Analysis was conducted using SPSS, applying both descriptive and inferential statistics. The findings reveal that all four strategic leadership components significantly impact organizational performance, with organizational change management exerting the strongest influence. The study concludes that strategic leadership is pivotal for sustaining competitiveness and growth in Kenya’s financial sector. It recommends enhancing strategic reviews, fostering innovation and business intelligence, articulating clear organizational visions, and promoting adaptability, effective communication, and employee engagement to drive performance improvements.

Whether strategic leadership retains real value for firm performance has long been contested, and the debate has often outrun the evidence in sectors far from the manufacturing and service settings where the construct was first tested. This study revisits Upper Echelons Theory and asks whether strategic leadership matters for the performance of poultry firms in an emerging economy. It examined the nineteen registered poultry firms in Nairobi City County, Kenya, a value chain marked by declining output, rising import competition and volatile input costs. Anchored on Upper Echelons Theory, and complemented by Strategic Leadership Theory and the Resource-Based View, the study measured strategic leadership as an integrated four-dimension construct comprising setting strategic direction, building core competencies, building organizational culture and networking, and examined the association between each dimension and firm performance. All nineteen firms were taken as a census, and a proportionate stratified random sample of 209 managers was drawn from their top echelon and business unit ranks; 200 returned usable questionnaires, a response rate of 95.69%, with Cronbach's alpha clearing the 0.7 threshold on every scale (0.761 to 0.902). The firms reported a high level of strategic leadership practice (M=3.99; SD=1.088) and a slightly lower level of performance (M=3.83; SD=0.779). Multiple linear regression showed that the four dimensions jointly explained 72.5% of the variance in managers' reported firm performance (Adjusted R²=.725; F significant at p < .001). Each dimension contributed a positive and significant effect: networking (B=.282), setting strategic direction (B=.246), building core competencies (B=.243) and building organizational culture (B=.204), all at p≤0.05. The results indicate that, far from being overwhelmed by a turbulent agribusiness environment, strategic leadership practices are strongly and consistently associated with performance in it. The study extends an upper-echelons perspective to emerging-economy agribusiness, demonstrates the value of measuring strategic leadership as a consolidated four-dimension whole, and advises boards and managers of poultry firms to treat clear strategic direction, competence renewal, adaptive culture and value chain networks as investments that shape revenue rather than as overhead.

This paper examines the Resource-Based View (RBV) and the Theory of Firm Heterogeneity to clarify their theoretical boundaries and enhance their explanatory power. It addresses key limitations of RBV, including endogeneity, tautological reasoning, and limited attention to contextual influences, and examines how digital technologies and artificial intelligence (AI) reshape strategic resources and firm heterogeneity. The study employs a systematic review of the strategic management literature. It synthesises the core assumptions of RBV with insights from firm heterogeneity, evolutionary theory, and capability-based perspectives to assess how internal resources, contextual factors, and technological capabilities shape competitive advantage. The review indicates that RBV and the Theory of Firm Heterogeneity provide complementary explanations of persistent performance differences among firms. Competitive advantage depends not only on heterogeneous resources but also on firms' ability to adapt, integrate, and deploy these resources in response to changing environmental and institutional conditions. Digital transformation and AI further amplify firm heterogeneity by creating differences in technological capabilities and innovation capacity. The paper advances the strategic management literature by integrating RBV with the Theory of Firm Heterogeneity, offering a more comprehensive explanation of sustained competitive advantage. It demonstrates how digital technologies and AI reshape strategic resources and identifies future research opportunities in contextual influences, capability development, and technology-driven competitive advantage.

Despite the significant economic contribution of the jua kali enterprises, the industry is beset by fundamental financial issues that limit their firm performance. Consequently, many of these enterprises fail soon after they open for operation; 50% to 95% fail during the first five years. The development of seed capital is one of the main issues affecting the firm performance of Jua Kali enterprises. This research assessed the effects of seed capital on firm performance of Jua Kali enterprises in Kamukunji, Nairobi City County, Kenya. The specific objectives were to; establish the effect of angel investors, equity financing and crowdfunding on firm performance of Jua Kali enterprises in Kamukunji, Nairobi City County, Kenya. The anchor theory was the Resource-Based View, Pecking Order Theory, and Information Asymmetry Theory. The study used quantitative methods, applying positivism paradigms. Both explanatory and descriptive research designs was used in this study. The target population was the 4763 Jua Kal enterprises in Kamukunji, Nairobi City County, Kenya and unit of enquiry their managers/owners. Using, a formula, the study obtained a sample size of 367 respondents. The study used stratified proportionate sampling and simple random sampling to obtain respondents from the associations. Construct validity was used to examine the questionnaire's validity and Cronbach's alpha at the 0.7 level was used to test its reliability.  Data was analysed to produce descriptive and inferential statistics. The results from the analysis were presented on frequency tables.  The study found that each of angel investors, equity financing and crowdfunding, has significant effect on firm performance of Jua Kali enterprises in Kamukunji, Nairobi City County, Kenya. The study recommends for angel investors to be active not only in providing finance but also in strategic mentorship and networking, and advisory services. For entrepreneurs, internal equity financing should come first while the potential of crowdfunding can be harnessed by training business owners. More so, entrepreneurs should build management skills, financial literacy, and strategic abilities while the government and regulatory bodies should streamline policies and clarify compliance requirements with supportive tax incentives.

The study focused on assessing how the level of adoption of four Absorptive Capacity(AC)  dimensions as a driver of strategic technological change has contributed to sustainable performance of firms operating in the insurance sector  in Kenya. The conceptualization of the study was informed by the postulates of three theoretical frameworks; the Model of Absorptive capacity, Resource Based View( RBV) and Knowledge Based view (KBV)  with four hypotheses testing the effect of each of the four dimensions of AC on sustainable performance of the insurance firms. A descriptive survey design was adopted to obtain data from a target sample of 224 respondents representing heads of units actively involved in roles associated with AC in  56 Insurance firms. The study registered a response rate of 83% with the respondents demonstrating demographic characteristics indicating adequate industry work experience and education levels. The dimensions of Absorptive Capacity aligning to strategy implementation and strategic choice were adopted to a higher extent compared to those aligning to strategic thinking aspects touching on strategy formulation. Though all the four dimensions had a significant positive effect on sustainable performance, those aligning towards strategic choice and implementation had a higher effect on sustainable performance than those aligning towards strategic thinking. The study concluded that the four dimensions of AC are suitable drivers of strategic technological change in the manner in which their attributes  speak to the three strategic management processes of strategic planning(formulation), choice and implementation. The study calls on future research to extend the implications of the findings reported by providing more plausible explanations to the dilemmas revolving around the low adoption of the AC dimensions aligning towards strategic thinking and its subsequent effect on sustainable performance using objective data on the dimensions of AC.

This study investigates the influence of strategic leadership components on the performance of financial multinational companies listed on the Nairobi Securities Exchange (NSE) in Kenya. Specifically, it examines the effects of strategic controls, organizational capabilities, visionary leadership, and organizational change management on performance outcomes, measured through profitability and branch expansion. Employing a descriptive research design, the study targeted 14 listed commercial banks and 250 middle-level managers across marketing, relationship, and finance departments. A sample of 154 respondents was selected using stratified random sampling and the Taro Yamane formula. Data were collected via structured questionnaires incorporating five-point Likert scales and administered both electronically and through the drop-and-pick method. Analysis was conducted using SPSS, applying both descriptive and inferential statistics. The findings reveal that all four strategic leadership components significantly impact organizational performance, with organizational change management exerting the strongest influence. The study concludes that strategic leadership is pivotal for sustaining competitiveness and growth in Kenya’s financial sector. It recommends enhancing strategic reviews, fostering innovation and business intelligence, articulating clear organizational visions, and promoting adaptability, effective communication, and employee engagement to drive performance improvements.