Journal of Business, Economics and Management Research Studies

The Moderating Role of Senior Management Support on the Relationship between Brand Identity, Brand Positioning and Sustainable Organizational Performance: A Study of Umma University, Kenya

Asmahan Mohamed Mohamud — 2026-04-30

Sustainable organizational performance has become a critical concern for higher education institutions due to increasing competition, changing stakeholder expectations, and the need for long-term institutional viability. Branding has emerged as a key approach for enhancing institutional reputation, stakeholder engagement, and competitiveness. However, despite its importance, many universities, continue to experience challenges in effectively implementing branding strategies to achieve sustainable performance. This study therefore examined moderating role of senior management support on the relationship between brand identity, brand positioning and sustainable organizational performance in Umma University, Kenya. The study was guided by the Resource-Based View (RBV) Theory and Positioning Theory. A descriptive research design was adopted. The target population consisted of 104 staff members, and a census approach yielded 83 valid responses, representing an 80% response rate. Data was collected using structured questionnaires administered through Google Forms. A pilot study was conducted to test the research instruments. Validity was ensured through expert review, while reliability was assessed using Cronbach’s Alpha, with all variables recording values above 0.7, indicating acceptable internal consistency. Data analysis involved descriptive statistics and inferential techniques including correlation, regression, and moderation analysis, with results presented using tables. Correlation analysis revealed strong, positive, and statistically significant relationships among the study variables. Brand identity correlated with sustainable organizational performance (r = 0.702, p = 0.001), while brand positioning also showed a strong relationship (r = 0.715, p < 0.001). Senior management support recorded the strongest association with sustainable organizational performance (r = 0.754, p < 0.001). Regression results indicated that brand identity (β = 0.245, p = 0.001) and brand positioning (β = 0.218, p = 0.002) significantly predict sustainable organizational performance. Moderation analysis further showed that senior management support significantly strengthens the relationship between brand identity and performance (β = 0.182, p = 0.010) and between brand positioning and performance (β = 0.176, p = 0.009). The study concludes that brand identity and brand positioning jointly enhance sustainable organizational performance, while senior management support strengthens both direct and indirect effects of strategic branding. It recommends a structured branding policy, adequate resource allocation, inclusion of branding indicators in performance appraisal, stakeholder feedback systems, strengthened institutional identity awareness, improved value communication, stronger leadership support, and effective monitoring and evaluation of branding initiatives.

The Moderating Effect of Organizational Support on the Relationship between Job Responsibility and Employee Performance at National Police Service, Kenya

Edith Kanini Marigu — 2026-03-02

Employee performance remains a central concern in public security institutions because the effectiveness of law enforcement depends largely on how well officers execute their assigned duties. Job responsibility forms a key component of work design since clearly defined roles and accountability structures shape employee behavior and productivity. This study aimed to examine the moderating effect of organizational support on the relationship between job responsibilities and employee performance in the NPS. The research was anchored on Conservation of Resources (COR). An explanatory research design was employed, targeting 2000 respondents, with 333 selected through multistage sampling based on Slovin’s formula. Data were collected using a structured questionnaire and analyzed using descriptive statistics such as frequencies, percentages, means, and standard deviations. Inferential statistical tests, including regression and correlation, were conducted to establish the relationships among study variables, with hypotheses tested using multiple regression and hierarchical regression for moderation. The findings showed that employees reported relatively high levels of performance and job responsibility, while perceptions of organizational support were moderate. Correlation results indicated significant positive relationships between job responsibility and employee performance (r = 0.691, p < 0.01) and between organizational support and employee performance (r = 0.758, p < 0.01). Regression analysis further established that job responsibility had a positive and significant effect on employee performance (β = 0.083, p < 0.05). Moderation analysis revealed that organizational support significantly strengthened the relationship between job responsibility and employee performance (β = 0.214, p < 0.05). The study concludes that supportive organizational environments improve how employees respond to work responsibilities and contribute to better performance outcomes. The findings suggest that management in the National Police Service should strengthen role clarity, accountability mechanisms, and structured task allocation systems to improve officer effectiveness. The study also recommends further research on additional organizational factors that may influence performance in policing institutions.

Effect of Tourism Safety on Destination Choice in Nairobi County, Kenya

Stellah Nyabiage Ayunga — 2026-04-30

The study examined the effect of tourism safety on destination choice in Nairobi County, Kenya, guided by perceived risk theory. It was anchored on the pragmatist paradigm and used a mixed-methods approach combining quantitative and qualitative data. A concurrent explanatory design supported integration of findings to explain relationships and provide contextual insight. The target population comprised domestic and international tourists visiting Nairobi County, together with selected tourism managers. A sample of 300 tourists was selected using stratified and simple random sampling techniques. The sample size was determined using Cochran’s formula for large populations at a 95% confidence level and 5% margin of error. Tourism managers were selected purposively to provide contextual insights. Data were collected using structured questionnaires for tourists and semi-structured interview guides for tourism managers. A pilot study involving 30 respondents was conducted in a neighbouring tourism destination to test clarity, consistency, and reliability of the instruments. Content validity was established through expert review from tourism and research specialists, while reliability was confirmed using Cronbach’s alpha coefficients above the acceptable threshold of 0.70. Data analysis combined descriptive statistics, multiple regression analysis, and thematic analysis. Quantitative data were analysed using SPSS to generate frequencies, means, standard deviations, and regression coefficients, while qualitative data were analysed thematically to identify recurring patterns. Findings indicate that tourism safety strongly influences destination choice. Descriptive results show high levels of agreement that tourists prefer destinations with low health risks, strong hygiene standards, reliable health information, safe accommodation, effective emergency systems, and protection from crime such as kidnapping, assault, and theft. The overall mean score for tourism safety was 4.48, indicating strong agreement across safety dimensions. Regression analysis confirmed a statistically significant positive effect of tourism safety on destination choice (β = 0.497, p < 0.001), leading to rejection of the null hypothesis. Qualitative findings reinforced these results, showing that tourists prioritize personal safety, health protection, secure transport, emergency preparedness, and trustworthy travel arrangements when selecting destinations. Managers reported that Nairobi offers relatively good safety in key tourist zones, supported by increased policing, surveillance systems, and coordinated security efforts, although concerns remain regarding petty crime, fraud, and isolated security risks. The study concludes that tourism safety is key in shaping destination choice in Nairobi County. Safety perceptions influence both initial travel decisions and intentions to revisit or recommend destinations. The study recommends strengthening destination security systems, improving health and emergency preparedness communication, and enhancing coordination between tourism stakeholders and security agencies to improve tourist confidence and sustain destination competitiveness.