Journal of Business and Strategic Management
https://carijournals.org/journals/index.php/JBSM
<p>The Journal of Business and Strategic Management (JBSM) is an open access journal that publishes original research on business and strategic management. It is hosted by CARI Journals and has an online ISSN and a DOI. The journal aims to provide a forum for researchers, practitioners, and policy makers to share their insights, experiences, and solutions on the challenges and opportunities of business and strategic management. The journal covers topics such as strategic planning, leadership, organizational behavior, innovation, entrepreneurship, corporate governance, ethics, sustainability, and international business. The journal is indexed in several databases and follows an open access policy. The authors retain the copyrights of their articles and grant the journal a non-exclusive license to publish them. The journal publishes articles monthly and issues certificates for publication to the authors. The authors also receive a link to their online publication and a PDF copy of their article. The authors can order and pay for a hardcopy print of the issue on demand. Publishing in JBSM has many benefits for the authors, such as reaching a global audience, enhancing their academic reputation, contributing to the advancement of knowledge, and receiving constructive feedback.</p>CARI Journals Limiteden-USJournal of Business and Strategic Management2520-0402<p>Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a <a href="https://creativecommons.org/licenses/by/4.0/">Creative Commons Attribution (CC-BY) 4.0 License</a> that allows others to share the work with an acknowledgment of the work’s authorship and initial publication in this journal.</p>Challenges in the Adoption of Mobile Money Services by Mobile Phone Users in Lusaka, Zambia.
https://carijournals.org/journals/index.php/JBSM/article/view/1685
<p><strong>Purpose: </strong>This study investigates mobile money adoption in Lusaka, Zambia, utilizing a mixed-methods approach.</p> <p><strong>Methodology:</strong> The study employs a mixed-methods approach to explore mobile money adoption in Lusaka, Zambia.</p> <p><strong>Findings:</strong> The study uncovers several key findings regarding mobile money adoption in Lusaka, Zambia. Convenience, ease of use, and perceived security emerge as primary motivators for adoption. Conversely, lack of understanding, perceived risk, and a preference for traditional banking methods are identified as major deterrents. Interestingly, cultural factors, such as religious beliefs, play a minimal role in adoption decisions. Demographic factors, including age, education level, and income, exhibit a complex interplay with adoption rates, with younger, more educated, and higher-income individuals generally more inclined to use mobile money.</p> <p><strong>Unique Contribution to Theory, Practice, and Policy:</strong> The study's findings contribute to both theory and practice in the field of mobile money adoption. They highlight the predominance of practical considerations over cultural factors in technology adoption, suggesting the need for enhanced adoption models that go beyond traditional socio-economic determinants. Additionally, the study identifies technological discomfort as a significant deterrent to adoption, indicating a need for improved digital literacy and user-friendly interfaces. Furthermore, an awareness-confidence paradox is revealed, wherein increased awareness of cyber scams negatively impacts trust in mobile money security. This suggests the importance of balancing risk education with strong security reassurances. Fee perception also emerges as a hurdle, with over 60% of respondents perceiving fees as unfair, underscoring the importance of educating users on the value proposition of mobile money services. Overall, the study offers valuable insights for strategic product and service development, regulatory and policy formulation, and initiatives aimed at advancing financial inclusion and promoting economic growth in similar urban and semi-rural settings.</p>Andrew Mweemba Nyika
Copyright (c) 2024 Andrew Mweemba Nyika
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2024-02-162024-02-1691357210.47941/jbsm.1685Enhancing Financial Stability in Ghana's Universal Banking Sector: A Governance Perspective and Practical Insights
https://carijournals.org/journals/index.php/JBSM/article/view/1607
<p><strong>Purpose</strong>: This study investigates the impact of corporate governance structures on financial distress within the universal banking sector in Ghana.</p> <p><strong>Methodology</strong>: The research systematically gathers data from 19 banks spanning 10-year period. Financial distress indicators were extracted from financial statements, while corporate governance measures were obtained from annual reports. The data was analysed through regression analysis and counterfactual analysis through an endogenous switching regression model.</p> <p><strong>Findings</strong>: Key findings reveal that profitability, liquidity, and effective risk management are critical factors influencing financial distress in both strong and weak governance environments. The results also showed that improving the strength of Corporate Governance has a positive influence on Altman Z Scores, contributing to a potential reduction in financial distress.</p> <p><strong>Unique contributor to theory, policy and practice:</strong> The study provides valuable insights for policymakers, regulators, and banking institutions in Ghana, emphasizing the need to prioritize and strengthen governance practices for a resilient banking sector. Limitations include data unavailability, reliance on unbalanced panel data, and a narrow focus on board characteristics.</p>Okyere Emmanuel OwusuAntwi Joseph BaafiDarkwah Portia Agyei
Copyright (c) 2024 Owusu Okyere Emmanuel, Baafi Antwi Joseph , Agyei Darkwah Portia
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2024-01-062024-01-069112110.47941/jbsm.1607Knowledge Management and Organization Performance; A Critical Review of Literature
https://carijournals.org/journals/index.php/JBSM/article/view/1715
<p><strong>Purpose</strong><em>:</em> The performance of any organization relies on its available human resources. Organization performance has continuously been a concerned of management teams, owners, shareholders and researchers. Globally, most of organizations are overwhelmed by various forces which affecting their capability to endure and perform as expected. Trends of the twenty first century have pressed organizations to seek the best way to survive and excel in the turbulent environment. This study aimed to examine the effect of knowledge management and organization performance.</p> <p><strong>Methodology</strong><em>:</em> Desktop review was used to examine empirical review associated with knowledge management practices and performance</p> <p><strong>Findings<em>: </em></strong>The study found that knowledge management improves organizational performance. However, there are varying relationships between knowledge management practices with organizational performance.</p> <p><strong>Unique contribution to theory, practice and policy:</strong> This study informs management and other actors of organization on the necessity of knowledge management as an important resource organization ought to have for it to have competitive advantage.</p>Peter Teleli AndreaRosemary Wanyoike
Copyright (c) 2024 Peter Teleli Andrea, Dr. Rosemary Wanyoike
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2024-03-022024-03-0291738510.47941/jbsm.1715Habits, Motivation and Performance: An Integrative Model for Organisational Improvement Grounded in Brain Science
https://carijournals.org/journals/index.php/JBSM/article/view/1667
<p><strong>Purpose:</strong> Organizations aim to cultivate motivated and productive workforces, yet often struggle to understand the complex neurological factors shaping employee habits, engagement, and performance. This paper presents an integrative model linking psychological needs, motivation systems, and contextual supports to optimize collective habits and outcomes.</p> <p><strong>Methodology:</strong> A mixed methods study of 400 employees in Zambia’s public health sector combined surveys, interviews, statistical analysis, and prior organizational research.</p> <p><strong>Findings:</strong> Results indicated the limitations of existing habit frameworks in capturing neurological dynamics. Just 31% felt current models reliably predict long-term impacts on performance. Key findings revealed that the top motivators were financial rewards, career growth, and training. On-the-job skill-building is also rated highly. Clear expectations, collaboration, and resources further enabled productivity.</p> <p><strong>Unique Contribution to Theory, Policy and Practice:</strong> Based on the data, a Motivation-Performance Model is proposed, encompassing elements like empowerment, open communication, and flexibility to fulfil psychological needs. Individual, team, and organizational factors intersect to form collective habits and effectiveness. Implementing diagnostic and enhancement strategies based on the model offers an actionable approach to leveraging habits for competitive advantage.</p>Brian Mateyo HaketaAbubaker Qutieshat
Copyright (c) 2024 Brian Mateyo Haketa, Dr. Abubaker Qutieshat
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2024-02-082024-02-0891223410.47941/jbsm.1667Innovation Strategies and Performance of Tea Firms: A Case Study of James Finlay (Kenya) Limited
https://carijournals.org/journals/index.php/JBSM/article/view/1739
<p><strong>Purpose:</strong> A business must endeavor to achieve a certain level of economic gain and at the same time improve organizational performance to be able to compete with similar players in the industry. An innovative approach is guaranteed to have a positive and huge influence on realization of organizational improvement. An innovation strategy helps the leadership of an organization to come up with systems that can match their competitive needs. This study purposed to investigate the influence that innovation strategies have on the performance of Tea firms in Kenya. The study aimed to assess the following specific research objectives; to determine the influence of process innovation strategies on the performance of James Finlay Kenya Limited; to establish the influence of product innovation strategies on the performance of James Finlay Kenya Limited; to establish the influence of technological innovation strategies on the performance of James Finlay Kenya Limited; to determine the influence of market innovation strategies on the performance of James Finlay Kenya Limited.</p> <p><strong>Methodology:</strong> The study used descriptive research design in tandem with correlational research design. The management, senior and junior staff of four departments at James Finlay (Kenya) Limited that are a total of 150 staff members formed the population size for this study while the sample size was a total of 109 staff. Primary data was collected using a questionnaire. SPSS software was then used to analyze the data because it was appropriate and easy to use in analyzing the responses submitted by respondents. Descriptive and inferential statistics models were used in the research for data analysis and the findings were presented through tables and figures. </p> <p><strong>Findings:</strong> The study ascertained the existence of a positive relationship between innovation strategies and the performance of tea firms in Kenya. Innovation strategies account for 77.4% of the total variance in the tea firms’ performance. Since innovation strategies account for such a huge percentage of the tea firm performance in Kenya, it was recommended that tea firms should utilize Process Innovation, Product Innovation, Technological Innovation, and Market Innovation Strategies in their operations, since this would assure their performance up to 77.4%.</p> <p><strong>Unique contribution to theory, practice and policy:</strong> The study thus recommended that tea firms should employ these strategies to ensure their overall improved performance.</p>Lewis Kimutai CheruiyotRose Litunya
Copyright (c) 2024 Lewis Kimutai Cheruiyot, Dr. Rose Litunya, PhD
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2024-03-222024-03-229186 – 10886 – 10810.47941/jbsm.1739