EFFECT OF ENVIRONMENTAL DYNAMISM ON ORGANIZATIONAL AMBIDEXTERITY AND PERFORMANCE OF LARGE MANUFACTURING FIRMS IN KENYA

Abstract

The study sought to examine the effect of environmental dynamism on the relationship
between organizational ambidexterity and performance of large manufacturing firms
(LMFs) in Kenya. The studies linking ambidexterity to organizational performance are
scanty and with mixed findings. The research was founded on dynamic capabilities and
contingency theories. Based on the literature review, a conceptual model and hypotheses
were formulated to guide the study. Positivism philosophy provided foundation for the
research. The population of the study comprised all the 107 large manufacturing firms in
Kenya. A census survey was adopted. Data was collected across the large manufacturing
firms in Kenya. A structured Likert type questionnaire was used to collect the primary data
in respect of predictor variables. The respondents were the senior managers of the large
manufacturing firms in Kenya; namely Chief Executive Officers/Managing
Directors(CEOs/MDs or General Managers(GMs), or Heads of departments(HODs). Data
was analyzed using descriptive statistics, correlations analyses, and regression models. The
research results revealed no significant moderating effect of environmental dynamism on
the influence of organizational ambidexterity on the performance of large manufacturing
firms in Kenya.