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The study aims to examine the effect of an innovative work environment on the innovative work behaviour of employees. To broaden the concept of the study, related literature was reviewed. The study used a descriptive assessment and correlational research design and the population of the study was all employees from the two colleges (DWCL and DWCV). The data was gathered through research questionnaires and used inferential statistics to analyze the data. The study found that the innovative work environment and innovative work behaviour are high but not very high. The ANOVA result suggests that there is a significant correlation between an innovative work environment and the innovative work behaviour of employees. It recommends that nurturing innovative work behaviour is to nurture an innovative workplace. The study recognizes its limitation and recommends further investigation concerning different dimensions of innovative work environments and their effect on work performance.

This study aims to investigate the effect of transformational leadership on sustainable employee performance mediated by organizational commitment and green motivation. The respondents of this explanatory research are 110 employees of two local governments. The data was harvested through questionnaires and analyzed using PLS-SEM. This study finds that transformational leadership positively and significantly influences sustainable employee performance. Organizational commitment practices partially mediate the effect of transformational leadership on sustainable employee performance and green motivation is unable to mediate the effect of transformational leadership on sustainable employee performance.

Coffee production in Kenya has plummeted, hurting the economy and worsening social inequality and poverty. Kenyan coffee marketing cooperative associations have failed to boost exports. Coffee is Kenya's main cash crop. Coffee is the country's principal foreign exchange earner, rural employment source, food security source, and revenue source. The reduction in coffee export earnings shows that coffee marketing cooperatives are inefficient and less flexible. This study examines how shared vision affects organizational ambidexterity. This transformational leadership-based study used exploratory and cross-sectional survey methodologies. The target audience was Kenyan coffee marketing cooperatives. The sample size was 242 Kenyan coffee marketing cooperative societies. A self-administered, semi-structured questionnaire collected primary data from cooperative society managers. The data was analyzed using descriptive and inferential statistics. Results show that shared vision favorably impacts organizational ambidexterity (R = 0.547, R2 = 0.299), explaining 29.9% of variation. Further, shared vision significantly affected organizational ambidexterity (P-value = 0.00). The study found that shared vision affected organizational ambidexterity. Thus, managers of coffee marketing cooperative societies should constantly discuss their vision with other employees to improve ambidexterity.  

This study was conducted to determine the relationship among individuals' innovative competencies, management innovation, and organizational performance. This quantitative study was conducted with 531 business employees operating in various sectors at national and international levels, and the survey method was preferred as the data collection tool. The developed hypotheses within the scope of the study were tested by using Statistical Package for the Social Sciences (SPSS). As a result, significant findings were obtained in the relationship and impact analysis dimensions among innovation competencies, management innovation, and organizational performance. The results depict that innovation competencies and management innovation have a positive and significant effect on organizational performance (?=0.470, p<0.01; ?=0.503, p<0.01, respectively). Additionally, it was concluded that management innovation has a positive and significant mediating effect on the relationship between innovation competence and organizational performance (?=0.175; p<0.01).

This study was conducted to determine the relationship among individuals' innovative competencies, management innovation, and organizational performance. This quantitative study was conducted with 531 business employees operating in various sectors at national and international levels, and the survey method was preferred as the data collection tool. The developed hypotheses within the scope of the study were tested by using Statistical Package for the Social Sciences (SPSS). As a result, significant findings were obtained in the relationship and impact analysis dimensions among innovation competencies, management innovation, and organizational performance. The results depict that innovation competencies and management innovation have a positive and significant effect on organizational performance (?=0.470, p<0.01; ?=0.503, p<0.01, respectively). Additionally, it was concluded that management innovation has a positive and significant mediating effect on the relationship between innovation competence and organizational performance (?=0.175; p<0.01).

This study aims to investigate the effect of transformational leadership on sustainable employee performance mediated by organizational commitment and green motivation. The respondents of this explanatory research are 110 employees of two local governments. The data was harvested through questionnaires and analyzed using PLS-SEM. This study finds that transformational leadership positively and significantly influences sustainable employee performance. Organizational commitment practices partially mediate the effect of transformational leadership on sustainable employee performance and green motivation is unable to mediate the effect of transformational leadership on sustainable employee performance.

Coffee production in Kenya has plummeted, hurting the economy and worsening social inequality and poverty. Kenyan coffee marketing cooperative associations have failed to boost exports. Coffee is Kenya's main cash crop. Coffee is the country's principal foreign exchange earner, rural employment source, food security source, and revenue source. The reduction in coffee export earnings shows that coffee marketing cooperatives are inefficient and less flexible. This study examines how shared vision affects organizational ambidexterity. This transformational leadership-based study used exploratory and cross-sectional survey methodologies. The target audience was Kenyan coffee marketing cooperatives. The sample size was 242 Kenyan coffee marketing cooperative societies. A self-administered, semi-structured questionnaire collected primary data from cooperative society managers. The data was analyzed using descriptive and inferential statistics. Results show that shared vision favorably impacts organizational ambidexterity (R = 0.547, R2 = 0.299), explaining 29.9% of variation. Further, shared vision significantly affected organizational ambidexterity (P-value = 0.00). The study found that shared vision affected organizational ambidexterity. Thus, managers of coffee marketing cooperative societies should constantly discuss their vision with other employees to improve ambidexterity.  

The study aims to examine the effect of an innovative work environment on the innovative work behaviour of employees. To broaden the concept of the study, related literature was reviewed. The study used a descriptive assessment and correlational research design and the population of the study was all employees from the two colleges (DWCL and DWCV). The data was gathered through research questionnaires and used inferential statistics to analyze the data. The study found that the innovative work environment and innovative work behaviour are high but not very high. The ANOVA result suggests that there is a significant correlation between an innovative work environment and the innovative work behaviour of employees. It recommends that nurturing innovative work behaviour is to nurture an innovative workplace. The study recognizes its limitation and recommends further investigation concerning different dimensions of innovative work environments and their effect on work performance.