ISSN: 2222-6990
Open access
The current environment in Kenya’s public Universities is a turbulent one and highly competitive. To ensure survival and sustainability, public Universities require to adopt and implement competitive strategies. Thus, the study sort to determine the moderating influence of sustainability strategies on the relationship between institutional management practices and performance of chattered public universities in Kenya. To achieve the objective, the study was based on a pragmatic philosophy and mixed research method with a target population of 31 chattered public Universities. Census approach was used with 234 respondents who were university top managers. Primary data was collected using a 5 point Likert type questionnaire. The instrument was validated by research experts and yielded a Cronbach’s reliability between alpha of ?= 78.7- 80.6. Data was analysed using descriptive and inferential statistics. Primary data was collected using a 5 point Likert type questionnaire and an interview guide. Data was analyzed using descriptive and inferential statistics. The regression analysis revealed that institutional management alone accounts for 52% of the variation of performance of chattered public Universities (Adjusted R2=0.52). Sustainability strategies account for 39% (Adjusted R2=0.39). The interaction term (institutional management and sustainability strategies) accounted for 72 % of the variations in performance of chattered public Universities. This study concluded that implementation of sustainability strategies combined with adherence to good institutional management practices are essential strategies public Universities can use in their endeavour to improve on their performance. It is therefore recommended that University top managers that are yet to implement sustainability strategies should do so to remain competitive and relevant in this turbulent business environment. It is further recommended that University top managers should adhere to good institutional management practices. The results have diverse implications for theory, policy and practice.
Agiri, J. (2020). Institutional management and performance of public universities in Kenya. Journal of Environmental Planning and Management, 60(12), 2133-2149.
Auditor General Report. (2017,2018). Audited financial report for public Universities. http://www.aog.or.ke/.
Bhihimani, A. (2008). Ownership and control: Rethinking institutional management for the twenty- first century. Washington, DC: Brookings Institution.
Cadbury Committee. (1992), Cadbury Committee Report: Financial Aspects of Institutional management, Burgess Science Press, Basingstoke.
Adrian, C. (1992) Report of the Committee on the Financial Aspects of Corporate Governance. London: Gee.
Cappelli, P. (2008). Talent Management for the Twenty-First Century. Harvard Business Review. March, 74-81.
CIPD. (2010). The War On Strategies? Sustainability strategies Under Strategic Management in Uncertain Times. Available at http://www.cipd.co.uk/.
Collings, D., & Mellahi, K. (2011). Strategic Sustainable Strategies: A Review and Research Agenda. Strategic Management Review. 19, 304-313.
Commission for University Education (CUE). (2018 and 2019). Academic Staff Qualifications. http://www.cue.or.ke/.
Conger, J., & Fulmer R. (2014). Developing Your Leadership Pipeline. Harvard Business Review, 81(12).
Constitution of Kenya. (2010). The Fourth Schedule.
https://www.kenyaembassy.com/pdfs/the%20constitution%20of%20kenya.pdf.
Institutional management Council. (2007). Supporting Employee Development through Performance Management, Washington: Corporate Executive Board
Creswell, J. W. (2011). Research design. Qualitative, quantitative and mixed methods approaches. 3rd edition. USA: SAGE.
Donaldson, T., & Preston, L. E. (1995). The Stakeholder Theory of the Corporation; Concepts, Evidence and Implementations. Academy of Management Review 20 (1).
Eisenhardt, K. M. (1989) Agency Theory: An Assessment and Review. Academy of Management Review, Vol. 14, No. 1.
FRC. (2010). Statement on global institutional management principles. London: International Institutional Management Network.
Freeman, R. E. (1984). Strategic Management: A stakeholder Approach. Pitman London.
Freeman, R .E. (2010) Strategic Management: A Stakeholder Approach, Cambridge University Press,New York.
Garaika, H., Siswoyo, H., & Zainal, M. (2018). The Effects of Good University Governance and Organizational Culture toward Lecturer Performance and its Influence on Private Universities Performance in the City of Lampung. European Journal of Business and Management, Vol.10, No.21.
Garaika, H., Siswoyo, H., & Zainal, M. (2018). The Effects of Good University Governance and Organizational Culture toward Lecturer Performance and its Influence on Private Universities Performance in the City of Lampung. European Journal of Business and Management, Vol.10, No.21.
Glesne, C., & Peshkin, A. (2015). Becoming qualitative researchers. Thousand Oaks, CA: Sage.
Hastings, J. S., & Weinstein, J. M. (2008). Information, School Choice, and Academic Achievement: Evidence from Two Experiments.
Hawley, J. P., & Williams, A.T. (1996) Institutional management in the United States: The Rise of Fiduciary Capitalism’, Working Paper, School of Economics and Business Administration, St Mary's College, Moraga, California.
Hove-Sibanda, P., Sibanda, K., & Pooe, D. (2017), ‘The impact of institutional management on firm competitiveness and performance of small and medium enterprises in South Africa: A case of small and medium enterprises in Vanderbijlpark’, Acta Commercii 17(1), a446.https://doi.org/10.4102/ac. v17i1.446.
Kamau, G. (2018). Institutional management, Agency Conflicts, Strategic Choices and Performance of Financial Institutions in Kenya. A Published PhD thesis, University of Nairobi, Kenya.
Kamau, G., Aosa, E., Machuki, V., & Pokhariyal, G. (2018). Institutional management, Strategic Choices and Performance of Financial Institutions in Kenya. International Journal of Business and Management; Vol. 13, No. 7. Canadian Center of Science and Education.
Lawal, B. (2012). Board Dynamics and Corporate Performance: Review of Literature, and Empirical Challenges. International Journal of Economics and Finance, 4, 22-35. http://dx.doi.org/ 10.18533/jefs. v4i02.21.
Letting, N. K. (2011). Board of Directors’ Attributes, Strategic Decision Making and Corporate Performance of Firms in the Nairobi Stock Exchange. A Published Doctoral Thesis, University of Nairobi, Kenya
Lynch, D. (2011). Can Higher Education Manage sustainability? Available at http://www.insidehighered.com/views/2016/11/27/lyncy.
Makela, K., & Bjorkman, I. E. M. (2010). How Do MNCS Establish Their Talent Pools? Influence On Individuals' Likelihood of Being Labelled as Talent. Journal of World Business, 45, 134-142.
Mashonganyika, T. B. (2015). The Relationship between Institutional management and Firm Performance in South Africa. A Published Masters Thesis, Wits Business School, Johannesburg.McCann, J. (2004). The changing definition of organizational effectiveness. Human Resource Planning. 27(1), 17-30.
McNulty, J. K. (2010). When Positive Processes Hurt Relationships. Current Directions in Psychological Science, 19, 167-171. https://doi.org/10.1177/0963721410370298.
Mihyo, P. (2007). Staff Retention in African Universities and Links with Diaspora Study. Report for the Association for the Development of Education in Africa Working Group on Higher Education.
Millett, J. D. (1985), New Structure of Campus Power: Successes and Failures of Emerging Forms of Institutional Governance, Jossey Bass, San Francisco.
Monyoncho, R. M. (2015) Perception of Institutional management practices at the University of Nairobi. DBA Africa Management Review, Vol 5 No 1.
Monyoncho, R. M. (2015) Perception of Institutional management practices at the University of Nairobi. DBA Africa Management Review, Vol 5 No 1.
Munene, I. (2008) Kenya’s Universities Must Open up their Budgets to Scrutiny. Available at https://www.africanewshub.com/.../5911445.
Munene, J. O., Otieno, W. (2005). Private higher education in Kenya, in N. V. Varghese Higher education and specialized training: New trends in higher education. Paris, UNESCO: International Institute for Educational Planning.
Muralidharan, K., & Sundararaman, V. (2011) Teacher Performance Pay: Experimental Evidence from India,” Mimeo UC San Diego. Journal of Political Economy, Vol. 119, No. 1.
Mwebi, S. S. (2017). Kenya: Private University Growth of Mixed Blessing. Retrieved December, 23, 2017, from http://www. Universityworldnews.com/article.php2.story. at 7.50am
Mwiria, K., Ngethe, N., Ngome C., Ouma-Odero, V., Wawire D., & Wesonga, D. (2014) Public University reform in Kenya: Mapping the key changes in the last decade in Public and private Universities in Kenya. Oxford: James Curry Ltd.
Mwiria, K. M. (2016). Public & Private Universities in Kenya. New Challenges, Issues & Achievements. Nairobi: East African Educational Publishers.
Nafukho, F. (2008), “Consensus building, dialogue and spirituality principles of the learning organization paradigm: implications for Kenya's public service reform agenda”, Journal of Third World Studies, Vol. 25 No. 2, pp. 153?75.
Nair, C. S., Wayland, C., & Soediro, S. (2005). Evaluating the Student Experience: A Leap into the Future. Paper Presented at The 2005 Australasian Evaluations Forum: University Learning and Teaching: Evaluating and Enhancing the Experience, UNSW, Sydney, 28–29 November.
Ndiwalana, G., Ssekakubo, J., & Lwanga, F. (2017). Institutional management and the Financial Performance of Savings, Credit and Corporative Societies. International Research Journal of Arts and social Science Vol. 3(3).
Ndwiga, E. K. (2018). Institutional management, Strategy Implementation, Industry Competition and Performance of Companies Listed on Nairobi Securities Exchange. A Published PhD thesis, University of Nairobi, Kenya.
Nguyen, W. G. (2008). University mergers in South Africa (8th ed.). Mason, HO: Cengage Learning.
Nunnally, J. C. (1978) Psychometric theory. 2nd Edition, McGraw-Hill, New York.
Odhiambo, G. C. (2014). A Role of Institutional Managers in Quality Assurance: Reflections On Kenya’s University Education Australian Journal of Business and Management Research Vol.1 No.2 May-2011.
Okoko, P. A. (2017). Relationship between Institutional management and the Performance of Insurance Companies in Kenya. A Published Masters thesis, University of Nairobi, Kenya.
Petra, T. (2006) The Charity: Pivotal Social Policy Role. International Journal of Sociology and Social Policy. Vol 14, No 3/4, 91±151.
Rockoff, J., & Turner, J. (2010) Short-Run Impacts of Accountability on School Quality. American Economic Journal: Economic Policy. Vol. 2 No. 4.
Scullion, H., & Collings, D. G. (2010). Global Talent Management. Journal of World Business, 45, 105-108.
Shabbir, A., & Padget, C. (2005). The UK Code of Institutional management. Link between Compliance and Performance. Working paper, ICMA Centre, University of Reading.
Tricker, R. I. (1978), The Independent Director – a study of the non-executive director.
Tusubira, N. F., & Nkote, I. N. (2013). Institutional management in Private Universities: Financial Performance Perspective. Journal of Business Law and Ethics, Vol. 1 No. 1. American Research Institute for Policy Development.
Universities Grant Commission. (2018) Total Number of Universities in the Country as on 2.7.2015. Available at https://www.ugc.ac.in/oldpdf/alluniversity.pdf.
Universities UK. (2018) Patterns and Trends in UK Higher Education. Available at www.universitiesuk.ac.uk/facts.../patterns-and-trends-uk-higher-education-2015.
Vinten, G. (2001) Ethical Aspects of Mergers and Acquisitions in Europe, in Business Ethics in a New Europe, Mahoney J and Vallance E, Editors, Kluwer Academic Publishers, 114±137.
Visconti, R. (2019). Equity retention and social network theory in equity crowd funding.https://doi.org/10.2139/ssrn.2654325
Waduge, C. S. S. L. (2011). Governance and Performance: An Empirical Study of Australian Universities. A Published PhD thesis, Victoria University, Melbourne.
Wangenge-Ouma, G., Lutomiah, A., and Langa, P. (2015), “Academic incentives for knowledgeproduction in Africa. Case studies of Mozambique and Kenya”, in Cloete, N. and Maassen, P.(Eds), Knowledge Production and Contradictory Functions in African Higher Education, African Minds, Cape Town, pp. 128-147.
Wasserman, S., Faust, K. (1997) Social network analysis: Methods and applications, Cambridge University Press, New York.
World Bank. (2017) Tertiary Education Overview. Available at
www.worldbank.org/en/topic/tertiaryeducation.
Yamane, T. (1967). Statistics. An Introductory Analysis, 2nd Ed., New York: Harper and Row
In-Text Citation: (Kariuki et al., 2022)
To Cite this Article: Kariuki, P., Ombaka, B., & Kiumbe, P. (2022). Moderating Influence of Sustainability Strategies on the Relationship between Institutional Management Practices and Performance of Chattered Public Universities in Kenya. International Journal of Academic Research in Business and Social Sciences, 12(9), 1801 – 1819.
Copyright: © 2022 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode