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INTERNATIONAL JOURNALS OF ACADEMICS & RESEARCH ISSN: 2617-4138 IJARKE Business & Management Journal DOI: 10.32898/ibmj.01/2.1article25
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280 IJARKE PEER REVIEWED JOURNAL Vol. 2, Issue 1 Aug. – Oct. 2019
Effects of Entrepreneurial Behaviour on Organizational Performance of
Selected Privately-owned Printing Companies in Kenya
Charles Simiyu Maelo, Jomo Kenyatta University of Agriculture & Technology, Kenya
Dr. Fridah Simba, Jomo Kenyatta University of Agriculture & Technology, Kenya
1. Introduction
The world economy has recorded huge and substantial transformations for organizations and companies all over the globe
(Gichure, 2015). These transformations call for the organizations to intently evaluate their objectives and to commit a massive of
attention towards selecting and following strategies that have a high chance of satisfying a number of stakeholders (Kuratko,
2013). According to Zainol and Ayadurai (2012), so as to effectively respond to the transformations occasioned in the business
environment, many organizations are currently realigning their operations and adopting entrepreneurial thinking into large
bureaucratic structures. Traditionally, organizational performance aspects such as competitive advantage was attained through
having lower costs as compared to their competitors’, registering higher quality or product performance, adding a new product
feature, product flexibility or delivering better customer service (Kuratko, 2011). However, Kuratko added that these strategies no
longer facilitate these organizations enhance their performance above their peers thus the new quest for competitive advantage
demand that organizations and the managers leading them continually reinvent themselves.
The printing industry has its history backdated to the 15th
century which has seen many different printing technologies
introduced (Sophia, 2016). Before the 20th
century, printing was the only method utilized in spreading marketing messages and
customer information in relation to non-personal communication channels. Currently in the global market, a number of new non-
printed channels for transferring information to mass audiences have been developed including radio, television and internet that
INTERNATIONAL JOURNALS OF ACADEMICS & RESEARCH (IJARKE Business & Management Journal)
Abstract
The world economy has recorded huge and substantial transformations which call for the organizations to intently evaluate
their objectives and to commit a massive of attention towards selecting and following strategies that have a high chance of
their stakeholders. Hence many organizations are currently realigning their operations and adopting entrepreneurial thinking
into large bureaucratic structures. This study therefore sought to determine the effect of entrepreneurial characteristics on
organizational performance of selected privately owned printing companies in Kenya. The study assessed four objectives; to
establish the effect of entrepreneurial determination on organizational performance of privately owned printing companies in
Kenya, to determine the effect of entrepreneurial competency on organizational performance of privately owned printing
companies in Kenya, to establish the effect of entrepreneurial opportunity recognition on organizational performance of
privately owned printing companies in Kenya, to find out the effect of entrepreneurial leadership on organizational
performance of privately owned printing companies in Kenya. This study’s findings are key in setting standards for
benchmarking in printing sector, to policy and decision makers and scholars and researchers through providing a knowledge
platform. The research was also anchored on three theories; the upper echelon theory, the resource-based view theory and the
theory of entrepreneurship. In conducting the study, the researcher adopted a descriptive research design. The study targeted
all the 163 employees within the management level of the five purposively selected printing companies; Ramco Printing
Limited, Kul Graphics Limited, Smart Printers, Ink-paste Printers and General Printers Limited. A sampling fraction of 0.3
was then used to determine the sample size of 49 employees from the targeted organizations. Questionnaires were used to
collect data from the respondents and the data was further analyzed using SPSS. The study employed correlation and
regression analyses in describing the association between the study variables. The results further indicated that the study
variables explain up to 69.2% change in organisational performance. This research established that a strong positive and
significant relationship exists between organizational performance and entrepreneurial behaviour; entrepreneurial competency,
entrepreneurial opportunity recognition and entrepreneurial leadership, while entrepreneurial determination had no
relationship. Generally, it was evident that characteristics of entrepreneurialism directly and greatly influence a firm’s
performance, through enhanced product penetration and increased market share. The study recommends that for the
organizations to enhance their performance through enhanced product penetration and increased market share, the printing
companies should keenly look at the characteristics of entrepreneurial since they directly and greatly influence a firm’s
performance.
Key words: Entrepreneurial Behaviour, Organizational Performance, Privately-owned Companies
INTERNATIONAL JOURNALS OF ACADEMICS & RESEARCH ISSN: 2617-4138 IJARKE Business & Management Journal DOI: 10.32898/ibmj.01/2.1article25
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281 IJARKE PEER REVIEWED JOURNAL Vol. 2, Issue 1 Aug. – Oct. 2019
have greatly influenced the way in which information is pushed to customers (Bodolay, 2013). In addition, he adds that
historically, the industry is made up of a number of privately owned small and medium sized companies although with mergers
and increased bankruptcy globally, the state has kept changing. Uribe (2013) observed that technological advancement in printing
has been rapid and most printing houses are forced to buy the new technology that have got a greater capacity with the old
equipment still utilized alongside the new equipment (Bodolay, 2010). According to Uribe (2013), the evolution of printing
equipment and new printing technologies has given rise to enhanced and innovative products and services that meet the ever-
changing needs of the clients.
A number of companies in the print industry in the region and more specifically Africa fight the challenges they experience by
focusing their energies on transforming their businesses to continuously managed or eliminate costs that do not add value to their
products and services. Besides, Sandra et al. (2016) added that these organizations also seek for opportunities to establish new
products and services that take advantage of the existing new technologies. A study by Sophia (2016) affirmed that many African
companies still order their printing outside the continent which is as a result of inadequacy in printing machinery most of which is
out-of-date, suffers from frequent breakdowns, and the foreign exchange to obtain spare parts is not always available. These
companies also have to import printing inputs that include paper, inks, films, plates, threads, and stitches that have resulted to high
printing costs. A study by UNESCO conducted between 1979 and 1980, Africa produced only 28 percent of the paper it consumed
and only ten African countries have their own paper mills.
Organizational performance is therefore achieved when companies attain adaptability, flexibility, fastness, aggressiveness, and
are better positioned to not only to realign to a dynamic, threatening, and complex external environment, but to develop change
within that environment (Virginia, 2016). These five aforementioned organizational capabilities generally point to
entrepreneurship. Kimutai (2012) asserted that increased consensus has been attained on the concept of entrepreneurship, which is
generally perceived as the process of creating something new with value by devoting the necessary time and effort, assuming the
accompanying financial, psychic, and social risks, and receiving the resulting rewards of monetary and personal satisfaction and
independence. As indicated by Chen, Du and Chen (2014), enhanced entrepreneurial position is key to the growth of an
organisation and the economy of a nation as a whole. A number of researchers confirm that entrepreneurship is a vital contributor
to a healthier business performance (Mahmood and Hanafi, 2013)
The printing industry in Kenya has registered continuous transformation and a challenging market is forcing a new culture
within the sector, as a consequence of new demands from the users besides the development of technology in society today. As a
result of these transformations, it is imperative for the industry to assess the trends and competition so as to survive in their zones
of operations. This therefore calls for the industry to establish strategies towards a successful future (IFRA, 2015). Over a long
period of time, the typical approach has been to cut costs. Generally, the printing industry is driven by economic growth,
technological development, and the ever-increasing production costs in both developed and developing economies, including
Kenya. However, the acquisition of new technology without adopting a disciplined approach to process analysis and sound
strategic planning may at some instances result to increased cost and eventual failure (Kimutai, 2012).
On the other hand, the Printing industry in Kenya has registered growth over the past years since the establishment of the first
printing press in Kenya the year 1895. The government was the first to establish a printing press that later opened opportunities for
many other commercial printing firms later. However, it is currently not clear the exact number of printing companies operational
in Kenya. The business was at first very profitable and attractive but nowadays the industry has transformed and is faced with a
mirage of challenges making the trade more difficult, not only in Kenya but the entire globe (IFRA, 2015). Among the many
challenges faced by the printers and the sector in Kenya entail: training of the personnel and the right people to do the same and
produce the desired print, attaining the printing material in Kenya, Maintenance and spare parts of very complicated printing
machines used and the printing filed and technology challenge among others (Kimutai, 2012).
2. Statement of the Problem
The printing industry in many countries is an important sector of the economy and is often seen as the frontier in economic
contribution through providing employment opportunities to a wide range of people skilled, semi-skilled and unskilled (Njoki,
2017). An assertion by Azlin et al., (2014) revealed an ever-increasing complexity in undertaking business transactions, therefore
making the adoption of entrepreneurial characteristic a crucial factor that seeks to ensure the success of a business. However, the
quartet add that most of the firms fail to adopt an entrepreneurial orientation that would allow them to be innovative in their
products, services and processes; enhance pro-activeness as compared to competitors and be risk oriented. According to Chen, Du
and Chen (2014), a lack of organizational entrepreneurial attribute has further resulted to the firms being less competitive in the
market hence hindering their growth and/or performance.
In Kenya, the industry however registers a number of challenges such as risky working environments, competition from
cheaper import products and high operational costs that have greatly interfered with its overall performance. Besides, lean printing
shops are not common in the printing industry and instead, most printing factories are organized with large buffers in front of and
behind all of the major manufacturing operations. As such, a lot of effort is expended in the plant rearranging queues of work in
INTERNATIONAL JOURNALS OF ACADEMICS & RESEARCH ISSN: 2617-4138 IJARKE Business & Management Journal DOI: 10.32898/ibmj.01/2.1article25
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282 IJARKE PEER REVIEWED JOURNAL Vol. 2, Issue 1 Aug. – Oct. 2019
progress leading to rising value of inventories relative to sales volumes (Sophia, 2016). Notwithstanding, in other spheres within
the sector, the future of the printing industry is also threatened by the digital and paperless platforms.
Despite the importance of the printing industry and the challenges it faces, to the best knowledge of the researcher, there exists
no study on entrepreneurship and organizational attributes such as performance and competitiveness. For instance, Azlin et al.,
(2013) researched on the impact of entrepreneurial orientation on business performance. The researcher applied a descriptive
study design in conducting this study. The researchers however only studied technological based SMEs and further limited the
scope to SMES within Malaysia. On the other hand, Najim, Nasser and Mohammed (2014) evaluated the impact of the
entrepreneurial attributes on business performance in a sample of Jordanian institutions. Locally, Besides, Kipchumba and Kihara
(2015) studied entrepreneurial characteristics and performance but limited the scope of their study to learning institutions in the
North Rift region in Kenya while Gichure (2015) limited his study on the impact of corporate entrepreneurship on financial
performance of firms to the Kenyan banking industry.
It is therefore relatively evident that little field research has been done regarding the success or failures of organizations which
have tried to instill entrepreneurial characteristics within the printing sector. Besides, many of the studies done locally are centered
on individual organizations and mostly take a case study approach. The results of these studies may therefore not be directly
applicable to the printing sector. This therefore resulted to a knowledge gap that the researcher intends to fill by seeking to
evaluate the impact of entrepreneurial characteristics on organizational performance of privately-owned printing companies.
3. Objective of the Study
The study sought to assess the effect of entrepreneurial behaviour on organizational performance of privately-owned printing
companies.
4. Literature Review
4.1 Theoretical Framework
4.1.1 Theory of Entrepreneurship
The theory of entrepreneurship, namely the entrepreneurial value creation theory, explains the entrepreneurial experience in its
fullest form, from the entrepreneurial intention and the discovery of an entrepreneurial opportunity, to the development of the
entrepreneurial competence, and the appropriation of the entrepreneurial reward (Mishra & Zachary 2014). However, the theory
avails in sufficient detail the interiors of the entrepreneurial process using a two-stage value creation framework. In the first stage
of venture formulation, the entrepreneurial driven by a desire for entrepreneurial reward (entrepreneurial intention) leverages the
entrepreneurial resources at hand to sense an external opportunity (cue stimulus) and effectuate the entrepreneurial competence
that is sufficient to move to the second stage. Several ventures fail at this stage.
In the second stage of venture monetization, the entrepreneurial may acquire external resources such as venture capital or
strategic alliance to effect growth. Investors face an adverse selection problem when entrepreneurial ability and venture quality are
difficult to ascertain. Entrepreneurial may use incentive signals to secure a higher valuation offer from the investors. A business
model design with embedded dynamic capabilities can reconfigure the entrepreneurial competence to create sustained value and
appropriate the entrepreneurial reward. Prior developed theories of entrepreneurial ship were only keen on the role of the
entrepreneurial and the entrepreneurial opportunity and not majorly on the whole entrepreneurial process, its aspects or segments
and their association. For instance, Schumpeter (1934) advanced the theory of economic development, insisting on the mandate of
the entrepreneurial as the “man of action” and the holder of the methods of economic transformations.
This theory further asserts that the main duty of the entrepreneurial is to join the productive aspects, which collect these
aspects together and coordinate the productive resources. Besides, the entrepreneurial discovery theory was developed by Kirzner
(1973), where he insisted on the role of the entrepreneurial in dealing with price discontinuities in the market and directing the
market in attaining equilibrium. The theory generally views the entrepreneurial as being motivated by profitability buying
products at a lower price and selling them at a higher price. This theory therefore anchored the study’s objectives on
entrepreneurial determination, entrepreneurial competency, entrepreneurial opportunity recognition and entrepreneurial
leadership.
4.1.2 Upper Echelon Theory
The entrepreneurial characteristics are perceived as a resource and their influence on resource management emanates from
“upper echelon” theory. The theory was developed in 1984 by Hambrick and Mason and states that an organization and
everything that goes on inside is a depiction of its top most leadership. The upper echelon theory associates observable
characteristics including top management age, tenure, functional track and other career experiences, formal education and
management team heterogeneity to the nature of managerial processes and organizational outcomes. According to Abatecola
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(2018), the theory further suggests that entrepreneurial characteristics will make decisions that are consistent with their cognitive
base or entrepreneurial, which is made up of two elements that include psychological characteristics (values, cognitive models and
other personality factors) and observable experiences such as demographic aspects. A key principle of this theory is that
observable experiences are systematically associated with the psychological and cognitive aspects of executive orientation
therefore impacting organization performance.
According to Gichure (2015), entrepreneurship encapsulates the identifying of opportunities inside an economic system,
establishing and giving life to a vision. This process results to the creation of a new venture, growth of an existing one undertaken
within conditions of risks and considerable uncertainty (Sandra et al., 2016). Therefore, entrepreneurship entails recognition of the
considerable risks and uncertainties. They further opined the following as some of the relevant entrepreneurial characteristics:
leadership, determination, risk taking and motivation, energy, commitment and persistence. With the perception of entrepreneurial
characteristics as a resource within an organisation, this theory therefore informed this study’s objectives on entrepreneurial
determination, entrepreneurial competency, entrepreneurial opportunity and entrepreneurial leadership as organizational
resources.
4.1.3 Resource-Based View Theory
The theory was propounded by Wernerfelt (1984) who asserted that the resource-based approach defines an organisation as a
historically determined composition of resources that are to a degree linked to the organisation’ management. This resource
generally includes components such as human resources, capital and land. The theory therefore provides a platform for analyzing
an organisation’ performance from a resource position (Lockett & Wild, 2014). According to the resource-based view (RBV)
theory of an organisation, the organisation’ performance is influenced by the firm’ specific resources and internal capabilities.
This depicts that, in this theory, resources are distributed heterogeneously within a specific industry.
The term resources as used in the RBV refer to a firm’s assets, capabilities, firm attributes, knowledge, organizational
processes and information, knowledge, among others, that are managed by the organisation which enable the organisation to birth
and implement strategies that enhance its efficiency and effectiveness (Wiesbaden, 2014). The potential services available
associated with unutilized resources push managers to look for a chance to improve the organisation as they seek to enhance
productivity with the resources as they also take advantage of the available economies of scale. In their examination of the attitude
towards growth among small business managers, Azlin et al. (2013) concluded that managers belief on the consequences of
growth determine if they shall expand their businesses or not.
The resource-based view (RBV) of an organisation asserts that an organization can enhance its overall performance through
obtaining and retaining qualified personnel besides identify key training and development programmes for them that will keep
enhancing their ability for highest degree of performance (Wiesbaden, 2014). Generally, by implications, the efficiency in training
and learning is anchored on the design of the work associated knowledge, skills, capability, competencies and behavior which are
key for enhanced performance which invariably is capable of impacting the firm’s success. This theory is relevant to this study
since entrepreneurial characteristic, which is a component of human resource, is perceived as an organization’s resource that can
be harnessed to achieve greater performance. This theory therefore anchored all the study’s independent variable: entrepreneurial
determination, entrepreneurial competency, entrepreneurial opportunity recognition and entrepreneurial leadership and their effect
on organizational performance.
4.2 Conceptual Framework
The study was guided by the following conceptual frame work showing the relationship between the independent variables and
the dependent variable.
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Independent Variables Dependent Variable
Figure 1 Conceptual Framework
4.3 Review of Literature on Variables
4.3.1 Entrepreneurial Determination
Determination is among the key entrepreneurial characteristics that push an entrepreneurial. An entrepreneurial should bear
substantial skill, strong character and determination, including readiness to invest the time and energy required to beat the
unforeseen challenges (kipchumba & Kihara, 2015). Julian and Ahmed (2012) argued that an entrepreneurial is one who brings all
manner of resources together that make their value better than before. The entrepreneurial needs to bear characteristics required
for fighting difficulties that emanate during the entrepreneurial process. It makes an entrepreneurial able to overcome incredible
obstacles and also compensate enormously for other weaknesses. The duo adds that a new business calls for top priority of
entrepreneurial time, emotion, patience and loyalty.
The degree of an entrepreneurial determination can be evaluated using a number of methods that include willingness to invest
a substantial portion into the business, readiness to absorb a pay cut with the future growth of the business in mind and also
through sacrifices made for the sake of the business (Lockett & Wild, 2014). According to Kipchumba and Kihara (2015),
determination usually calls for an individual’s sacrifice. Entrepreneurial who very well establish new business must overcome
hurdles, solve problems, and complete the job. They add that the entrepreneurial strongly love to win and love to compete at
anything. However, if tasks are unsolvable, an entrepreneurial will be the first person to give up, in comparison to others. While
entrepreneurial are extremely persistent, they are also realistic in recognizing what they can and cannot do. They know where they
can get help to solve a very difficult but necessary task (Lockett & Wild, 2014).
4.3.2 Entrepreneurial Competency
Entrepreneurial competencies are defined as the individual characteristics including attitude and behavior, which allows the
entrepreneurial to achieve business success (Endi et al., 2013). They add that specifically, entrepreneurial competencies include
entrepreneurial traits, motives, self-image, attitude, behavior, skills, and knowledge. Competencies can be learned from the input
(antecedent of competence), processes (task or behavior that lead to competence), or result (achieving a standard of competence in
the field of functional). Endi, Surachman, Armanu and Djumilah recommend components for measuring entrepreneurial
competencies: that include strategy, commitment, conceptual, opportunity, relationship, learning, personal.
Entrepreneurial Determination
Believe in Ideas
Plan to execute ideas
Financing to Start
Persistence
Entrepreneurial Competency
Managerial Skills
Knowledge in Business
Conceptual Competency
Relationship Competency
Entrepreneurial Opportunity
Recognition
Innovativeness
Vision
Acceptance of Risk
Creativity
Entrepreneurial Leadership
Transformational Leadership
Transactional Leadership
Democratic Leadership
Autocratic Leadership
Organizational Performance
Product performance
Market share
Financial performance
Shareholders Value
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Strategy competency includes developing vision and strategy, plan ahead, set goals and standards, sell ideas; commitment
competency entails demonstrating strong motivation to compete, drive to see venture through to fruition, capacity to make an
impact, drive and dedication; conceptual competency refers to the possession of cognitive ability and decision-making skill,
ability to weigh risks, think analytically, be innovative, be creative, show reasoning, capacity to reduce risks; opportunity
competency refers to the ability to recognize opportunity, ability to capture opportunity, ability to identify customers need;
relationship competency refers to the possession and use of good interpersonal and communication skills, ability to influence
others and gain support. On the other hand, Ahmad et al. (2010) viewed learning competency as one of the parameters of
assessing an entrepreneurial’ competency where they viewed it as the ability of the entrepreneurial to learn as much as they can,
learn from a variety of means, learn proactively, keep up to date in my field and apply learned skills and knowledge to actual
practices.
4.3.3 Entrepreneurial Opportunity Recognition
An assertion by Norzalizah et al. (2018) indicated that an entrepreneurial is good at identifying opportunities where nobody
else sees them. In addition, Sophia (2016) asserted that an entrepreneurial should be able to reform or revolutionize the setup of
production by undertaking one or more inventions that include an untried technological possibility for producing a new
commodity or producing the existing ones in a new way, by revolutionizing an industry and so on. This view stresses a key
characteristic of an entrepreneurial; innovativeness. Innovation bears the invention (the discovery) more with the business
realization of value of the invention or the receipt of an economic return. Innovation and entrepreneurial are terms that relate and
researchers have underscored that entrepreneurial are more creative, imaginative and innovative than non-entrepreneurial (Julian
& Ahmed, 2012) and the level of innovation distinguishes entrepreneurial from managers (Steward et al., 2013).
Successful entrepreneurial seek the opportunity to utilize the money, the resources, and the other factors. Some of these latter
items have a place and time in the entrepreneurial process; they are not a source and driver for the venture (Julian & Ahmed,
2012). The duo adds that entrepreneurial are constantly thinking of new ideas to venture in. They achieve this by assessing trends
and identifying patterns in the business world. Entrepreneurial move with the notion that good ideas are many, but good
opportunities are scarce and far between. A number of studies have assisted, and a great deal is now known concerning the
criteria, the patterns, and the demands that separate the good idea from the good opportunity. Entrepreneurial mostly depend on
their previous experiences to establish opportunities. An opportunity taker usually gives himself to opportunity first and cash later.
Some highly successful entrepreneurial still venture into new businesses because they are obsessed with what they believe is the
next breakthrough opportunity (Norzalizah et al., 2018).
4.3.4 Entrepreneurial Leadership
Gichure (2015) defined leadership as people’s perception of their ability to exercise control over the environment. Earlier
studies established that leadership can be associated with academic achievement (Shane, 2014); organizational changes and job
motivation, job performance, and career success (steward et al., 2013). Since leadership links to performance, it is therefore also
true to associate leadership and the performance of entrepreneurial led organizations. According to Gichure, an entrepreneurial is
a leader who mixes the resources available to develop and market new goods or services.
Studies have also identified the role of organizational leaders as being key in the study of entrepreneurship, because business
founders are laid upon the responsibility of creating goods and services and the leveraging of opportunities (Nkosi, 2011). The
researcher further asserted that the leader is concerned with inventing a product or service, establishing a market niche, attracting
new customers, and manufacturing and marketing the product. Nkosi further asserted that entrepreneurial given to understanding
their own feelings and that of their subordinates have a high likelihood of attaining business outcomes and be viewed as effective
leaders by their employees and direct manager.
According to Steward et al. (2013), leadership has generally emerged as one of the key elements of any organisation.
Especially for a new organisation, the entrepreneurial is required to develop the vision and rules of operation and charts the course
of direction for the new company. Developing and sustaining a successful new business venture demands not only vision and
financial capital, but also leading others to transform that vision and financial capital into a successful reality. Successful
entrepreneurial therefore emerge as leaders with the capability of installing vision and managing in the long term.
4.3.5 Organizational Performance
Organizational performance has been and continues to be the ultimate dependent variable of interest for many researchers in
the field of management. Factors such as market competition for customers, inputs, and capital make organizational performance
essential to the survival and success of the modern business (March & Sutton, 2017). As a consequence, this construct has
acquired a central role as the deemed goal of modern industrial activity. Marketing, operations, human resources (HR), and
strategy are all ultimately judged by their contribution to organizational performance. Measuring performance is essential in
allowing researchers and managers to evaluate the specific actions of firms and managers, where firms stand vis-à-vis their rivals,
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and how firms evolve and perform over time. Its importance as the ultimate evaluative criterion is reflected in its pervasive use as
a dependent variable.
Organizational performance comprises the actual output or results of an organization as measured against its intended outputs
(or goals and objectives). According to Richard et al., (2019) organizational performance encompasses three specific areas of firm
outcomes: (a) financial performance (profits, return on assets, return on investment, etc.); (b) product market performance (sales,
market share, etc.); and (c) shareholder return (total shareholder return, economic value added, etc.). Measuring performance is
crucial for an organization because it helps assess achievements and set future strategies to reach a stable long-term growth path
and success. The existence of several factors means that a single construct cannot be used satisfactorily to measure business
performance.
Although organizational performance dominates all disciplines, it is one type of effectiveness indicator, hence the need to
distinguish between organizational performance and the more general construct of organizational effectiveness (Venkatraman &
Ramanujam, 2017). Organizational effectiveness is a broader construct that captures organizational performance, but with
grounding in organizational theory that entertains alternate performance goals (Cameron & Whetten, 2017).
Management research in general, and strategic management research more specifically, has taken a more limited empirical
view, emphasizing the central role of accounting, financial, and stock market outcomes. To simplify this discussion and remain
consistent with the usage in the literature, it is worthwhile to distinguish between organizational effectiveness and organizational
performance. As postulated by Richard et al., (2019), organizational performance encompasses three specific areas of firm
outcomes; (i) financial performance (profits, return on assets, return on investment, etc.), (ii) product market performance (sales,
market share, etc.), and (iii) shareholder return (total shareholder return, economic value added, etc.). Organizational effectiveness
is broader and captures organizational performance plus the plethora of internal performance outcomes normally associated with
more efficient or effective operations and other external measures that relate to considerations that are broader than those simply
associated with economic valuation (either by shareholders, managers, or customers), such as corporate social responsibility.
Businesses have different stakeholders with diverse needs who use different performance dimensions to judge firm
effectiveness. In addition, for a variety of reasons, the desirability of the different business performance outcomes varies across
countries. In the U.S. and UK, great importance is attached to shareholder returns, whereas in Japan and Germany, the
maintenance of employment is more highly valued (Devinney et al., 2018). Secondly, the different business environments,
strategies, capabilities and resources of firms lead them to focus on different performance dimensions. For instance, businesses
seeking to establish a dominant position in newly emerging industries or to gain a strong base in an established industry may
sacrifice short-term profitability in order to build sales and gain market share. In contrast, firms in a very competitive market
during a recession may let market share fall in order to boost cash flows. Hence, the inherently complex nature of business in the
modern world means that it is not possible to gauge firm performance with a single metric. Several dimensions are required to
adequately capture the performance of firms.
In market economies, firms compete against each other and try to dominate their peers by building competitive advantage.
This enables sustained superior performance to be achieved for a period of time. Firms can build competitive advantage by
molding their industrial environment to their own advantage (Porter, 2011) and/or by building durable and distinctive firm
capabilities and resources (Conner, 2017), or through innovation. This means that the performance of firms has to be judged
through a process that compares them with their peers. However, the process of making peer comparisons between businesses is
not straightforward because each firm has a unique mix of participation in different industries, market segments and countries,
which sometimes makes the selection of peers for comparison difficult. Furthermore, the different systems of industry
classification have strengths and weaknesses which impinge on, and affect the results of, the measurement process.
Richard et al., (2019) identify three broad groups of measures of organizational performance: accounting, market and hybrid
measures. Accounting measures have existed since the 17th Century and remain the most commonly used and most available
metrics of measuring organizational performance (Richard et al., 2019). There are six main accounting measures; return on assets
(ROA), return on sales (ROS), return on equity (ROE), return on investment (ROI), return on capital employed (ROCE) and sales
growth (SG). Accounting measures have several strengths and are widely available because governments require firms to publish
accounting data and the fact that they are subject to internal controls within firms enhances their reliability (Richard et al., 2019).
In addition, accounting measures are relatively easy to calculate, and they integrate the results of complex organizational
entities into coherent and reasonably understandable metrics (Verbeeten & Bonds, 2019). Further, accounting measures are used
by leaders and managers to monitor and assess the firm’s performance and to make strategic and operational decisions (Rowe &
Morrow, 2019). The validity of their use is found in the extensive evidence showing that accounting and economic returns are
related. For instance, Danielson and Press (2003) found that the correlation between accounting and economic rates of return was
above 0.75, and Jacobson (2017) found that despite a weak R2 of 0.2, return on investment (ROI) was able to distinguish
performance between firms and over time. Nevertheless, researchers must be cognizant of the fact that these measures can be
distorted by accounting policies, human error, and deception.
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According to Fitz-Gibbon (2017), organizational performance can be measured through a number of indicators; quantitative
indicators which can be presented with a number, qualitative indicators which can be presented through descriptive perceptions,
leading indicators which can predict the future outcome of a process, input indicators which measure the amount of resources
consumed during the generation of the outcome, process indicators which represent the efficiency or the productivity of the
process, output indicators which reflect the outcome or results of process activities, and financial indicators used in performance
measurement and when looking at an operating index.
5. Research Methodology
5.1 Research Design
Lewis et al., (2012) defined a research design as the adopted structure in connection to the investigations aimed at finding
answers to the study objectives. The researchers add that the study design explain the source of data and projected resource
limitations including time, finances, accessibility of data and ethical matters. In this study, the researcher utilized a descriptive
research design since the researcher sought to describe the association between the variables. Besides, the design was utilized by
Saunder, Lewis and Thornhill (2018) in their study on the effect of entrepreneurial characteristics on performance of non-timber
forest products small and medium enterprises in Kenya. Abbot and McKinney (2013) assert that a descriptive design includes
determination of sample possible respondents and further utilization of questionnaires and/or conducting interviews in order to
obtain information relevant to the study variables being measured.
5.2 Target Population
According to Creswell (2014) a population refers to a well-defined collection of persons and objects that have relating
characteristics and from which it is intended to establish some inference. The research therefore targeted all 163 head office-based
employees within the management level of the five purposively selected printing companies; Ramco Printing Limited, Kul
Graphics Limited (KGL), Smart Printers, Inkpaste Printers and General Printers Limited (GPL). These respondents are viewed to
be better placed to give feedback linked to the current study. These organizations were selected based on the vastness of their
operations and the ease of obtaining the sought data. This therefore enhanced the findings and understanding of entrepreneurial
characteristics and organizational performance in the printing sector. The population is as shown in table 1 below.
Table 1 Population Distribution
Company Population
Ramco Printing 38
Kul Graphics 26
Smart Printers 41
Inkpaste Printers 22
General Printers 36
Total 163
5.3 Sample Size Sampling Techniques
The total sample size for this study was obtained using the formulae developed by Yamane, (2017) at 95% confidence level
and P = .5. Therefore, the sample size for the study was 116 as shown in Table 2.
n = N / 1 + N (α) ²
Where:
n= the sample size,
N= the sample frame (population)
α= the margin of error (0.05%).
n = 163 / 1+ 163(0.05)2 = 116
Table 2 Sample Distribution
Company Population Sample Size
Ramco Printing 38 27
Kul Graphics 26 18
Smart Printers 41 32
Inkpaste Printers 22 15
General Printers 36 24
TOTAL 163 116
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6. Research Findings
6.1 Descriptive Analysis
6.1 Descriptive Statistics
6.1.1 Entrepreneurial Determination
The first objective of the study was to examine the effect of entrepreneurial determination on organizational performance of
selected privately owned printing companies in Kenya. The statement that entrepreneurial determination is an important
characteristic that drives managers within the organisation had a mean score of 3.42 and a standard deviation of 1.049. The
statement that substantial entrepreneurial characteristics in the organisation includes readiness to invest the time and energy
required had a mean score of 3.73 and a standard deviation of 1.207. The statement that successful entrepreneurial within the
organisation bear the ability to beat unforeseen challenges had a mean score of 3.31 and a standard deviation of 1.269. The
statement in disagreement that the organisation views entrepreneurial as bearing the ability to fight difficulties that emanate during
the entrepreneurial process had a mean score of 2.93 and a standard deviation of 1.467. The statement that new business
opportunities in the organisation call for top priority of entrepreneurial time, emotion, patience and loyalty had a mean score of
3.76 and a standard deviation of 1.145. The statement in agreement that the ability for an individual to be realistic in recognizing
what can and cannot be done enhances entrepreneurial success in the organisation had a mean score of 4.23 and a standard
deviation of 1.341.
Table 3 Entrepreneurial Determination
Entrepreneurial Determination N Mean
Std.
Deviation
Entrepreneurial determination is an important characteristic that
drives managers within the organisation. 111 3.42 1.049
Substantial entrepreneurial characteristics in the organisation include
readiness to invest the time and energy required. 111 3.73 1.207
Successful entrepreneurial within the organisation bear the ability to
beat unforeseen challenges 111 3.31 1.269
The organisation views entrepreneurial as bearing the ability to fight
difficulties that emanate during the entrepreneurial process. 111 2.93 1.467
New business opportunities in the organisation call for top priority of
entrepreneurial time, emotion, patience and loyalty. 111 3.76 1.145
The ability for an individual to be realistic in recognizing what can
and cannot be done enhances entrepreneurial success in the organisation. 111 4.23 1.341
Entrepreneurial Determination 111
3.56
1.25
6.1.2 Entrepreneurial Competency
Table 4 Entrepreneurial Competency
Entrepreneurial Competency N Mean
Std.
Deviation
The organisation insists on an individual’s attitude and behavior that
allows the entrepreneurial to achieve business success through enhanced
competency
111 3.51 1.164
The organization’s competencies are learned from the input 111 3.60 1.380
The organisation utilizes tasks or behaviors that result to
entrepreneurial competence among its employees. 111 3.59 1.429
Most of the organization’s competencies are achieved a in the field
of function 111 3.41 1.397
The organisation views entrepreneurial competency as a key aspect
towards enhancing its performance. 111 3.61 1.347
Entrepreneurial Competency 111
3.54 1.34
The second objective of the study was to examine the effect of entrepreneurial competency on organizational performance of
selected privately owned printing companies in Kenya. The statement that the organisation insists on an individual’s attitude and
behavior that allows the entrepreneurial to achieve business success through enhanced competency had a mean score of 3.51 and a
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standard deviation of 1.164. The statement that the organization’s competencies are learned from the input had a mean score of
3.60 and a standard deviation of 1.380. The statement that the organisation utilizes tasks or behaviors that result to entrepreneurial
competence among its employees had a mean score of 3.59 and a standard deviation of 1.429. The statement that most of the
organization’s competencies are achieved a in the field of function had a mean score of 3.41 and a standard deviation of 1.397.
The statement that the organisation views entrepreneurial competency as a key aspect towards enhancing its performance had a
mean score of 3.61 and a standard deviation of 1.347.
6.1.3 Entrepreneurial Opportunity Recognition
The third objective of the study was to examine the effect of entrepreneurial opportunity recognition on organizational
performance of selected privately owned printing companies in Kenya. The statement that the organisation views entrepreneurial
opportunity recognition as an aspect to improve its performance had a mean score of 3.31 and a standard deviation of 1.435. The
statement that entrepreneurial opportunity recognition has facilitated the organisation in identifying opportunities where no other
organizations have seen them had a mean score of 3.78 and a standard deviation of 0.969. The statement that Entrepreneurial
opportunity recognition impacts the organization’s performance through revolutionizing the setup of production through
undertaking inventions had a mean score of 3.54 and a standard deviation of 1.415. The statement that through enhanced
entrepreneurial opportunity recognition, the organisation implemented technological possibilities for producing new commodities
had a mean score of 3.98 and a standard deviation of 1.208. The statement that enhanced entrepreneurial opportunity recognition
in the organisation has resulted to improved production of existing products using new ways had a mean score of 3.37 and a
standard deviation of 1.311. The statement that the organisation improves its entrepreneurial opportunity recognition through
encouraging innovativeness had a mean score of 3.62 and a standard deviation of 1.427. The statement that opportunity
recognition in the organisation is facilitated through assessing trends and identifying patterns in the business world had a mean
score of 3.42 and a standard deviation of 1.161. The statement that the organisation mostly gives itself to the opportunity
identified first and then cash later had a mean score of 3.66 and a standard deviation of 1.163.
Table 5 Entrepreneurial Opportunity Recognition
Entrepreneurial Opportunity Recognition N Mean
Std.
Deviation
The organisation views entrepreneurial opportunity recognition as an aspect
to improve its performance. 111 3.31 1.435
Entrepreneurial opportunity recognition has facilitated the organisation in
identifying opportunities where no other organizations have seen them. 111 3.78 .969
Entrepreneurial opportunity recognition impacts the organization’s
performance through revolutionizing the setup of production through
undertaking inventions.
111 3.54 1.415
Through enhanced entrepreneurial opportunity recognition, the
organisation implemented technological possibilities for producing new
commodities.
111 3.98 1.208
Enhanced entrepreneurial opportunity recognition in the organisation has
resulted to improved production of existing products using new ways. 111 3.37 1.311
The organisation improves its entrepreneurial opportunity recognition
through encouraging innovativeness. 111 3.62 1.427
Opportunity recognition in the organisation is facilitated through assessing
trends and identifying patterns in the business world. 111 3.42 1.161
The organisation mostly gives itself to the opportunity identified first and
then cash later. 111 3.66 1.163
Entrepreneurial Opportunity Recognition 111
3.58 1.26
6.1.4 Entrepreneurial Leadership
The fourth objective of the study was to examine the effect of entrepreneurial leadership on organizational performance of
selected privately owned printing companies in Kenya. The statement that the organisation perceives entrepreneurial leadership as
an aspect that facilitates organizational performance had a mean score of 3.49 and a standard deviation of 1.637. The statement
that in order to improve its performance, the organisation has positioned itself as an entrepreneurial-led firm had a mean score of
3.76 and a standard deviation of 1.318. The statement that entrepreneurial leadership improves the organization’s performance
through job motivation and enhanced job performance had a mean score of 3.63 and a standard deviation of 1.692. The statement
that entrepreneurial leadership allows for organizational changes that impact performance had a mean score of 3.11 and a standard
deviation of 1.319. The statement that the organisation’ leadership undertakes the invention of product and/or service and
establishing a market niche had a mean score of 4.02 and a standard deviation of 1.390.
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Table 6 Entrepreneurial Leadership
Entrepreneurial Leadership N Mean
Std.
Deviation
The organisation perceives entrepreneurial leadership as an aspect that
facilitates organizational performance. 111 3.49 1.637
In order to improve its performance, the organisation has positioned itself
as an entrepreneurial-led firm 111 3.76 1.318
Entrepreneurial leadership improves the organization’s performance
through job motivation and enhanced job performance 111 3.63 1.692
Entrepreneurial leadership allows for organizational changes that impact
performance. 111 3.11 1.319
The organisation’ leadership undertakes the invention of product and/or
service and establishing a market niche. 111 4.02 1.390
Entrepreneurial Leadership 111 3.60 1.470
6.1.5 Organizational Performance
The statement that our company has developed and commercialized new products / services as a result of entrepreneurial
behaviour had a mean score of 3.88 and a standard deviation of 1.348. The statement that the company has experienced cost
reduction as a result of corporate entrepreneurship had a mean score of 4.11 and a standard deviation of 1.311. The statement that
our company has been experiencing increase in sales revenue as a result of corporate entrepreneurship had a mean score of 3.50
and a standard deviation of 1.501. The statement that our company has been experiencing high profits resulting from
entrepreneurial efforts of employees had a mean score of 3.91 and a standard deviation of 1.533.
Table 7 Organizational Performance
Organizational Performance N Mean
Std.
Deviation
Our company has developed and commercialized new products /
services as a result of entrepreneurial behaviour 111 3.88 1.348
The company has experienced cost reduction as a result of corporate
entrepreneurship 111 4.11 1.311
Our company has been experiencing increase in sales revenue as a
result of corporate entrepreneurship 111 3.50 1.501
Our company has been experiencing high profits resulting from
entrepreneurial efforts of employees 111 3.91 1.533
Organizational Performance 111 3.85 1.423
6.2 Inferential Statistics
6.2.1 Correlation Analysis
Pearson Bivariate correlation coefficient was used to compute the correlation between the dependent variable (Organizational
Performance) and the independent variables (Entrepreneurial Determination, Entrepreneurial Competency, Entrepreneurial
Opportunity Recognition, and Entrepreneurial Leadership). According to Sekaran, (2015), this relationship is assumed to be linear
and the correlation coefficient ranges from -1.0 (perfect negative correlation) to +1.0 (perfect positive relationship). The
correlation coefficient was calculated to determine the strength of the relationship between dependent and independent variables
(Kothari & Gang, 2014).
In trying to show the relationship between the study variables and their findings, the study used the Karl Pearson’s coefficient
of correlation. This is as shown in Table 8 below. According to the findings, it was clear that there was a positive correlation
between the independent variables, entrepreneurial determination, entrepreneurial competency, entrepreneurial opportunity
recognition and entrepreneurial leadership and the dependent variable organizational performance. The analysis indicates the
coefficient of correlation, r equal to -0.432, 0.339, 0.483 and 0.516 for entrepreneurial determination, entrepreneurial competency,
entrepreneurial opportunity recognition and entrepreneurial leadership respectively. This indicates negative relationship between
the independent variable namely entrepreneurial determination, and the dependent variable organizational performance. However,
there was a positive correlation between the independent variable entrepreneurial competency, entrepreneurial opportunity
recognition and entrepreneurial leadership and dependent variable organizational performance.
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Table 8 Presents Correlation Analysis Results
Organizational
Performance
Entrepreneurial
Determination
Entrepreneurial
Competency
Entrepreneurial
Opportunity
Recognition
Entrepreneurial
Leadership
Organizational
Performance
1
111
Entrepreneurial
Determination
-.432**
1
.000
111 111
Entrepreneurial
Competency
.339**
.734**
1
.001 .000
111 111 111
Entrepreneurial
Opportunity
Recognition
.483**
.375**
.169 1
.000 .000 .111
111 111 111 111
Entrepreneurial
Leadership
.516**
-.540**
-.589**
-.370**
1
.000 .000 .000 .000
111 111 111 111 111
**. Correlation is significant at the 0.01 level (2-tailed).
6.3 Regression Analysis
6.3.1 Coefficient of Determination (R2)
To assess the research model, a confirmatory factors analysis was conducted. The four factors were then subjected to linear
regression analysis in order to measure the success of the model and predict causal relationship between independent variables
(Entrepreneurial Determination, Entrepreneurial Competency, Entrepreneurial Opportunity Recognition and Entrepreneurial
Leadership), and the dependent variable (Organizational Performance).
The model explains 69.2% of the variance (R Square = 0.692) on Organizational Performance. Clearly, there are factors other
than the four proposed in this model which can be used to predict procurement performance. However, this is still a good model as
Bryman and Bell, (2018) pointed out that as much as lower value R square 0.10-0.20 is acceptable in social science research. This
means that 69.2% of the relationship is explained by the identified four factors namely entrepreneurial determination,
entrepreneurial competency, entrepreneurial opportunity recognition and entrepreneurial leadership. The rest 30.8% is explained
by other factors in the organizational performance of selected printing companies in Kenya not studied in this research. In
summary the four factors studied namely, entrepreneurial determination, entrepreneurial competency, entrepreneurial opportunity
recognition and entrepreneurial leadership or determine 69.2% of the relationship while the rest 30.8% is explained or determined
by other factors.
Table 9 Model Summary
Mo
del R R Square Adjusted R Square Std. Error of the Estimate
1 .8321a .692 .680 1.89261
a. Predictors: (Constant), Entrepreneurial Leadership, Entrepreneurial Opportunity Recognition,
Entrepreneurial Determination, Entrepreneurial Competency
6.3.2 Analysis of Variance
The study used ANOVA to establish the significance of the regression model. In testing the significance level, the statistical
significance was considered significant if the p-value was less or equal to 0.05. The significance of the regression model was as
per Table 10 below with P-value of 0.00 which is less than 0.05. This indicates that the regression model is statistically significant
in predicting factors of organizational performance. Basing the confidence level at 95% the analysis indicates high reliability of
the results obtained. The overall Anova results indicates that the model was significant at F = 59.639, p = 0.000.
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Table 10 ANOVA
Model Sum of Squares df
Mean
Square F Sig.
1 Regressio
n 685.132 4 171.283 59.639 .000
b
Residual 304.468 106 2.872
Total 989.600 110
a. Dependent Variable: Organizational Performance
b. Predictors: (Constant), Entrepreneurial Leadership, Entrepreneurial Opportunity Recognition,
Entrepreneurial Determination, Entrepreneurial Competency
6.3.3 Regression Coefficients
The researcher conducted a multiple regression analysis as shown in Table 11 to determine the relationship between
organizational performance in selected printing companies in Kenya and the four variables investigated in this study.
The regression equation was:
Y = 19.948 + (0.145) X1 + 0.277 X2 + 0.216 X3 + 0.246X4
Where;
Y = the dependent variable (Organizational Performance)
X1 = Entrepreneurial Determination
X2 = Entrepreneurial Competency
X3 = Entrepreneurial Opportunity Recognition
X4 = Entrepreneurial Leadership
The regression equation below established that taking all factors into account (Organizational Performance in Selected Printing
Companies in Kenya) constant at zero Organizational performance in selected printing companies in Kenya, Kenya will be
27.038. The findings presented also showed that taking all other independent variables at zero, a unit increase in entrepreneurial
determination would lead to a negative (0.145) increase in the scores of organizational performance of selected printing
companies in Kenya; a unit increase in entrepreneurial competency would lead to a 0.277 increase in the scores of organizational
performance of selected printing companies in Kenya; a unit increase in entrepreneurial opportunity recognition would lead to a
0.216 increase the scores of organizational performance of selected printing companies in Kenya and a unit increase in
entrepreneurial leadership would lead to negative 0.246 increase the scores of organizational performance of selected printing
companies in Kenya (Musyoki & Ngugi, 217).
Table 11 Regression Coefficients
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig. B
Std.
Error Beta
1 (Constant) 19.948 3.685 5.414 .000
Entrepreneurial
Determination -.145 .128 -.154 -1.128 .263
Entrepreneurial Competency .277 .107 .022 2.589 .000
Entrepreneurial Opportunity
Recognition .216 .069 .306 3.123 .002
Entrepreneurial Leadership .246 .084 .332 2.942 .004
a. Dependent Variable: Organizational Performance
7. Discussion of the Findings
7.1 Entrepreneurial Determination and Organizational Performance
The findings on entrepreneurial determination revealed that the organizations’ leaders are sacrificial and willing to invest
besides being well disciplined in entrepreneurial related issues, passionate, loyal and committed. On the other hand, it was clear
that successful entrepreneurial within the organisation bear the ability to beat unforeseen challenges and that new business
opportunities in the organisation call for top priority of entrepreneurial time, emotion, patience and loyalty. In addition, it was
evident that entrepreneurial determination is an important characteristic that drives managers within the organisation, substantial
entrepreneurial characteristics in the organisation include readiness to invest the time and energy required and that the
organisation views entrepreneurial as bearing the ability to fight difficulties that emanate during the entrepreneurial process. These
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findings are in line with the assertions by Kipchumba and Kihara (2015). However, the results were not conclusive as to whether
the ability for an individual to be realistic in recognizing what can and cannot be done enhances entrepreneurial success in the
organisation.
7.2 Entrepreneurial Competency and Organizational Performance
Results on entrepreneurial competency revealed that the organisation insists on an individual’s attitude and behavior that
allows the entrepreneurial to achieve business success through enhanced competency, most of the organization’s competencies are
achieved in the field of function and that the organisation views entrepreneurial competency as a key aspect towards enhancing its
performance. Similar arguments were raised by Endi et al. (2013). The results were however not conclusive as to whether the
organization’s competencies are learned from the input and if the organisation utilizes tasks or behaviors that result to
entrepreneurial competence among its employees. This was contrary to the findings by Endi et al. (2013) who asserted that
organizations utilize tasks or behaviors among employees that result to entrepreneurial competence. On the various
entrepreneurial competencies adopted by the organisations in enhancing performance, the study established that the organizations
utilize strategy competency, commitment competency, opportunity competency and learning competency to a great extent while
relationship competency is utilized to a very low extent. It was however not clear not conclusive the extent of utilization of
conceptual competency within the organizations.
7.3 Entrepreneurial Opportunity Recognition and Organizational Performance
Pertaining the various aspects relating to entrepreneurial opportunity recognition, the researcher established that the
organisation views entrepreneurial opportunity recognition as an aspect to improve its performance, entrepreneurial opportunity
recognition has facilitated the organisation in identifying opportunities where no other organizations have seen them and impacts
the organization’s performance through revolutionizing the setup of production through undertaking inventions. Such assertions
were also made by Sophia (2016). Besides, through enhanced entrepreneurial opportunity recognition the organizations
implemented technological possibilities for producing new commodities. In line with the findings made by Julian and Ahmed
(2012), the research established that enhanced entrepreneurial opportunity recognition in the organisation has resulted to improved
production of existing products using new ways and which is facilitated through assessing trends and identifying patterns in the
business world.
7.4 Entrepreneurial Leadership and Organizational Performance
The researcher found out that the organizations mostly utilize years of experience in measuring entrepreneurial leadership
skills, followed by ability to guide, then leadership style. Ability to make decision is also to a great extent utilised within the
organisation. However, team building is utilised to a low extent. In addition, the findings evidenced that the organizations perceive
entrepreneurial leadership as an aspect that facilitates organizational performance and that the organizations’ leadership
undertakes the invention of product and/or service and establishing a market niche. Besides, it was also confirmed that in order to
improve its performance, the organizations have positioned themselves as entrepreneurial-led firm, entrepreneurial leadership
improve the organizations’ performance through job motivation and enhanced job performance and that entrepreneurial leadership
allows for organizational changes that impact performance. These conclusions were also made by Nkosi (2011).
8. Conclusions and Recommendations
8.1 Conclusions
8.1.1 Entrepreneurial Determination
From the study results, it was established that there was no correlation between the independent variable entrepreneurial
determination and the dependent variable organizational performance of selected privately owned printing companies in Kenya.
Further, the finding on coefficient showed that t values were -1.128 which was below the threshold of 2.0. Therefore, the null
hypothesis was accepted that entrepreneurial determination has no effect on organizational performance of selected privately
owned printing companies in Kenya. Therefore, the study concluded from the findings that entrepreneurial determination has no
effect on organizational performance of selected privately owned printing companies in Kenya.
8.1.2 Entrepreneurial Competency
From the study results, it was established that there was a strong positive correlation between the independent variable
entrepreneurial competency and the dependent variable organizational performance of selected privately owned printing
companies in Kenya. Further, the finding on coefficient showed that t values were 2.589 which were above the threshold of 2.0.
Therefore, the null hypothesis was rejected that entrepreneurial competency has no effect on organizational performance of
selected privately owned printing companies in Kenya. Therefore, the study concluded from the findings that entrepreneurial
competency influences organizational performance of selected privately owned printing companies in Kenya.
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8.1.3 Entrepreneurial Opportunity Recognition
From the study results, it was established that there was a strong positive correlation between the independent variable
entrepreneurial opportunity recognition and the dependent variable organizational performance of selected privately owned
printing companies in Kenya. Further, the finding on coefficient showed that t values were 3.123 which were above the threshold
of 2.0. Therefore, the null hypothesis was rejected that entrepreneurial opportunity recognition has no effect on organizational
performance of selected privately owned printing companies in Kenya. Therefore, the study concluded from the findings that
entrepreneurial opportunity recognition influences organizational performance of selected privately owned printing companies in
Kenya.
8.1.4 Entrepreneurial Leadership
From the study results, it was established that there was a strong positive correlation between the independent variable
entrepreneurial leadership and the dependent variable organizational performance of selected privately owned printing companies
in Kenya. Further, the finding on coefficient showed that t values were 2.942 which were above the threshold of 2.0. Therefore,
the null hypothesis was rejected that entrepreneurial leadership has no effect on organizational performance of selected privately
owned printing companies in Kenya. Therefore, the study concluded from the findings that entrepreneurial leadership influences
organizational performance of selected privately owned printing companies in Kenya.
8.2 Recommendations
8.2.1 Policy Recommendations
The study recommends that for the organizations within the printing sector to enhance their performance through enhanced
product penetration and increased market share, key policies should keenly develop in relation to characteristics of entrepreneurial
(entrepreneurial competency, entrepreneurial opportunity recognition and entrepreneurial leadership) for they directly and greatly
influence a firm’s performance.
8.2.2 Managerial Recommendations
In relation to entrepreneurial determination, the study recommends that the organizations’ leaders should seek to be sacrificial,
willing to invest, disciplined in entrepreneurial related issues, passionate, loyal and committed. They should also bear the ability to
beat unforeseen challenges that emanate during the entrepreneurial process.
In addition, the researcher recommends that the organizations need to insist on an individual’s attitude and behavior that
allows the entrepreneurial to achieve business success through enhanced competency. Various measures of entrepreneurial
competencies that include strategy, commitment, opportunity, learning and relationship competencies should be adopted since
they further facilitate the enhancement of performance in the organisations.
From the results of the study, the researcher recommends that entrepreneurial opportunity recognition should be enhanced
within the organizations since it facilitates the identifying of opportunities where no other organizations have seen them,
revolutionizing of the setup of production through undertaking inventions, implementation of technological possibilities for
producing new commodities and general improvement of production of existing products using new ways and which is facilitated
through assessing trends and identifying patterns in the business world.
In addition, the findings evidenced that the organizations perceive entrepreneurial leadership as an aspect that facilitates
organizational performance and that In order to improve the performance of the firms in the printing industry, the research
recommends that the organizations should positioned themselves as entrepreneurial-led firm. This improves performance through
job motivation and enhanced job performance. Besides, the organizations’ leadership should continually seek to undertake the
invention of product and/or service and establish a market niche.
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