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The aim of the paper to investigates the reason for business failure using Nokia as a case study. The paper applies the explanatory conclusive research design since there are cause and effect relations that seek to provide a better understanding of the reasons for the market failure. The mobile manufacturing sector is the most interesting and innovative of all in the “Information & Communications Technology” sector (ICT). Nokia was once known as the market’s dominant company, leader, and pacesetter until it underwent a tremendous market failure. The aim of this research is to shed light on Nokia’s failure in the market due to its complacency & fear of change, lack of innovation moving too slowly in terms of being too late in making decisions & inventing of the iPhone. Paper elaborately discusses and analyses the failure reasons supported by a literature review in addition to the characteristics of this industry and its market structure. Finally provide advice for business makers

Covid-19 has deeper effects on our current understanding of business strategy and its implementation. Strategic management practices became more mandatory. In fact, it is a continuous process exploiting the opportunities for the sake of competitive advantages. From the aviation industry to retail, the new normal will continue to affect the value chain process of traditional companies. As a case in this study, Walmart is a well-known company with its cost leadership strategy. Cost is controlled by its most efficient value chain system, which includes all the activities from the buying of raw material to sending a product to the market. This efficient working approach and cost leadership strategy of the organization make it competitive across the globe. The company has a hand on to deal with the challenges from the internal and external environment due to changing technology and people demand. This literature-based study tries to cover the business strategy of Walmart, especially the low-cost leadership strategy and management activities in the value chain system.

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.  

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.

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.

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.  

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.