Thesis:

Analysis Of Organizational Capability Strategies on Performance Of Kenya Ferry Services In Mombasa County

Organizations function within ever-changing landscapes, marked by dynamism. In order to thrive and maintain their competitive edge in these shifting and fiercely competitive settings, organizations must employ adept strategy management tactics to cultivate the capability to embrace these transformations. The study sought to assess the the effect of organizational capability strategies on performance of Kenya ferry services in Mombasa County. The specific objectives of the study were; analyze the effect of planning strategy on performance of Kenya Ferry Services in Mombasa County, evaluate the effect of Structural adaptation on performance of Kenya Ferry Services in Mombasa County, establish the effect of skill development on performance of Kenya Ferry Services in Mombasa County and find out the effect of product innovation on performance of Kenya Ferry Services in Mombasa County. Descriptive research design was adopted. The target population comprised of all the 62 senior employees from KFS, Mombasa. Data from the respondents was collected using questionnaires. The researcher used the Statistical Package for Social Sciences (SPSS) software version 22 to measure the correlation analysis in order to highlight the relationship between the successes of organization capability and performance of KFS Mombasa, Kenya. Descriptive statistics involved the use of absolute and relative (percentages) frequencies, measures of central tendency and dispersion (mean and standard deviation respectively). Frequency tables and graphs were used to present the data for easy comparison. The study reveals that employee engagement has a significant positive correlation with organizational performance within the Kenya Forest Service (KFS), with a Pearson correlation coefficient of 0.634 and a significance level of p < 0.01, indicating that higher levels of engagement lead to improved outcomes. Additionally, strategic planning emerges as a crucial determinant of performance, evidenced by a regression coefficient of 0.752, which signifies that for every unit increase in the effectiveness of planning strategy, organizational performance increases by 0.752 units (t = 5.403, p = 0.000). Furthermore, the research highlights that product innovation is vital for enhancing service delivery and competitiveness in KFS, as reflected in a mean score of 3.71 for the regular introduction of new products. Innovative practices contribute to better responses to market needs, supported by a regression coefficient of 0.490 for product innovation (t = 3.895, p = 0.000). Collectively, these findings shows the importance of fostering employee engagement, implementing robust strategic planning frameworks, and prioritizing product innovation as key strategies for improving organizational performance within KFS. The study recommends that the Kenya Ferry Service should enhance employee engagement, strengthen strategic planning frameworks, and prioritize product innovation to improve organizational performance