Bio

Personal Information

Associate Dean Graduate Business Studies at the School of Business

ACADEMIC AWARDS
1. Gandhi Smarak Nidhi Award for best overall student in the School of Business in  1981/82/83.
2. Kenya National Chamber of Commerce and Industry Award for best overall student in the  School of Business in  1981/82/83.
3. Kenya Reinsurance Corporation Award for best overall student in the School of Business for the academic year 19981/82/83.

PDF Upload: 

Publications


2014

J.M, N, Evans A, W G.  2014.  Management Participation and Firm Performance. American Journal of Industrial and Business Management. 4:113-122.
V, B, Evans A, Bolo AZ.  2014.  A Synthesis of the Strategic Orientation and NGO Lgitimacy in the African Economic Setting. Journal of Business and Economics. 5(8):1358-1373.

2013

J.M., R, Evans A.  2013.  Environmental Dynamic Capabilities and their Efect on Competitive Advantage and Firm Performance. Business Administration and Management. 3(11):1239-1243.

2012

D, K, J M, Evans A.  2012.  Factors Influencing Change Management Process at Tamoil Kenya Limited. Business Administration and Management. 2(8):655-662.
D, K, W. O, P. M, N L, E A.  2012.  “Upper Echelons Theory and Research: A review of Theory and Empirical Literature 28 Years Later”.. Business Administration Management. 2(10):697-703.
AOSA, E, V.Bagire, Awino ZB.  2012.  The strategy – resource configurations and performance implications in Nongovernmental Organizations. Crown Research in Education. 2(3):105-112. Abstractthe_strategy_-_resource_configurations_and_performance_implications_in_non_governmental_organization.pdf

Configurations are composed of organizational elements that render certain outcomes collectively rather than individually. This study set out to establish the implications of strategy and resource configurations on performance of Nongovernmental organizations. We tested for strategy with the sub variables of resources as predictors of performance in the tangible and intangible sub domains. Using interaction terms, results revealed that different configuration settings rendered into various performance outcomes. Strategy –tangible resource models had high coefficients but were not significant in predicting tangible, intangible and main performance. On the contrary strategy – intangible resources were significant with other domains save with intangible performance. The three way interaction term was not significant although with high prediction power across the performance variables. We conclude that configuration approach offers promise in better understanding of the performance of NGOs. The study outcomes have rich insights for both scholars and practitioners. We recommend further empirical examinations of strategy elements in the NGO sector.
Key words: Strategy, Resources, Configurations, Performance, Nongovernmental organizations, Intangible
resources, Tangible resources

AOSA, E, Bagire V, Awino Z.  2012.  The interaction of Personal factors, Structure and Performance in NGOs. DBA Africa Management Review. Vol 2 No 3, :pp25-41. Abstract

There are various elements that interact to render performance outcomes in
Nongovernmental organizations. These could be organizational, personal and
environmental factors. This study set out to examine the interaction of personal factors,
structure and the likely performance outcomes so as to inform strategy theory and practice
in nongovernmental organizations. We tested for the interaction of personal factors namely
tenure, education, profession and age, structures of NGOs classified as national,
international and network and performance outcomes. The data was drawn from 113
NGOs operating in Uganda. The results showed that under the different structure settings
personal factors differed in their strength of predicting performance. Save for education
under network structure, the rest of the factors had very low and insignificant coefficients.
The study raised questions for further investigation into the behavior of Nongovernmental
organizations and the influence of personal factors. The outcomes provide rich insights for both scholars and practitioners towards a better understanding of this growing sector in African countries. We recommend further empirical examinations of strategy elements in NGOs.
Key words: Personal factors, Structure, Performance, Strategy, Non-governmental organizations

Aosa, EA, Machuki VN, Letting NK.  2012.  Firm-Level Institutions and Performance of Publicly Quoted Companies in Kenya. International Journal of Humanities and Social Science. Vol. 2 ( No. 21) Abstractfirm-level_institutions_and_performance_of_publicly_quoted_companies_in_kenya.pdf

Firm-level institutions constitute the internal organizational environment which define the context in which
strategic decisions are made and implemented. Effective and successful strategy implementation requires apt institutionalization of the strategy. Logically, firm-level institutions have an indirect effect on corporate
performance through their direct effect on strategy implementation. In this study, a direct effect of the firm-level
institutions on corporate performance was investigated. Based on a survey of 23 companies listed on the Nairobi Stock Exchange, ten firm-level institutions were captured under two broad dimensions of administrative systems and resource competencies. Performance implications of these firm-level institutions were then examined. The study reports that for the surveyed companies, most of the firm-level institutions were manifest to a large extent.
The results also indicate that a very strong positive relationship exists between firm-level institutions and various indicators of corporate performance. However, the overall results for the effect of firm-level institutions on corporate performance were statistically not significant. The results partially concur with pertinent theories as well as similar empirical studies. Based on the findings, implications for theory, methodology, and managerial practice as well as areas for further study are identified.
Key words: Firm-Level Institutions, Corporate Performance, Publicly Quoted Companies, Kenya

Aosa, EA, Machuki V, Letting N.  2012.  Board Diversity and Performance of Companies Listed in Nairobi Stock Exchange. International Journal of Humanities and Social Science. Vol. 2 No. 11(June) Abstract

This study examined the relationship between Board diversity and financial performance of firms listed in the Nairobi Stock Exchange. Data on Boards’ age, gender, educational qualifications, study specialization, and board specialization as well as the companies’ financial performance were obtained from 40 companies using a structured questionnaire. Using the Ordinary Least Squares (OLS) regression, the results show that there is a weak positive association between board diversity and financial performance. Overall, the results indicate a statistically not significant effect of board diversity on financial performance except for the independent effect of board study specialization on dividend yield. The results partially concur with agency and resource dependency theories of corporate governance as well as similar empirical studies. Ensuing implications for theory, policy and practice as well as methodology are also discussed.
Key Words: Board of Directors’ Diversity, Financial Performance, Listed Firms, Kenya

2011

Aosa, EA, Machuki VN.  2011.  The influence of the external environment on the performance of publicly quoted companies in Kenya. Prime Journal of Business Administration and Management (BAM). Vol. 1(7), :pp.205-218. Abstractthe_influence_of_the_external_environment_on_the.pdf

This study investigated the effect of the external environment on corporate performance. Based on a survey of 23 companies listed on the Nairobi Stock Exchange, three environmental dimensions of complexity, dynamism and munificence were used to describe Kenya’s business environment. Performance implications of these environmental dimensions were then examined. The study reports that for the surveyed companies, varying degrees of external environmental complexity, dynamism, and munificence exist which tend to be mostly manifested in economic factors, competitive rivalry, market factors, technological factors, regulatory factors as well as threat of new entrants. Consequently, these
factors appeared to have great influence in the companies’ strategic decision making. However, the
overall results for the effect of external environment on corporate performance were statistically not
significant. Based on the findings, implications of the study and suggestions for further study are
presented.
Key Words: External environment, corporate performance, publicly quoted companies, Kenya

Aosa, EA.  2011.  Strategic Management within Kenya Firms. Abstractstrategic_management_within_kenya_firms.pdf

This study investigated strategic management practices within large, private manufacturing companies in Kenya. A total of 73 companies (both local and foreign) were surveyed. Personal interviews were conducted with top managers in all these companies. The findings revealed that large manufacturing companies had adopted strategic management. However, there were variations in the practices. Foreign companies were more involved and committed to strategic management than the local ones. The local companies (especially family ones) exhibited heavy financial orientation in their plans (cash flow projections and extended budgeting). Differences in organizational factors were cited as explanations for the observed
variations in strategic management practices.
Key words: Strategic Management, Firms, Development, Planning, Kenya

Aosa, EA, Arasa RM, Machuki VN.  2011.  Participatory orientation to strategic planning process: Does it pay? Prime Journal of Business Administration and Management (BAM). Vol. 1(7),:198-204. Abstract

It is postulated that a participatory orientation to the strategic planning process could influence the realization of the expected strategic planning outcomes. Past studies investigating the relationship between strategic planning and performance mainly focuses on the direct relationship between these two variables. This study examines the influence of employee participation on the expected relationship between strategic planning and strategic planning outcomes. The study was carried out in Kenya, within the insurance sector. A structured questionnaire was used to gather the required data from 31 firms. Study findings reveal that
employee participation does influence the strength of the relationship between strategic planning and strategic planning outcomes and this influence is statistically significant.
Key words: Strategic planning process, participation, insurance, Kenya

2010

AOSA, E.  2010.  'Strategy: Customer or Competitor Supremacy? Marketing Review. : Kisipan, M.L. Abstract

n/a

AOSA, E.  2010.  'Marketing and Strategy'.. Marketing Review.. , Nairobi: Kisipan, M.L. Abstract

n/a

2000

1998

1997

AOSA, E.  1997.  Contextual Influence on Strategic Planning: Porter's Industry Analysis Model in the Kenyan Setting.. Moi University Business Journal.. : Kisipan, M.L. Abstract

n/a

AOSA, E.  1997.  'The Influence of the Linkage Between Strategy and Budgeting on Implementing Strategic Decisions.. Nairobi Journal of Management Vol. 3. January/April.. : Kisipan, M.L. Abstract

n/a

1996

AOSA, E.  1996.  'Information Technology and Business Strategy'.. Management Science Review.. : Kisipan, M.L. Abstract

n/a

AOSA, E.  1996.  'Management in Africa: Contextual Factors and their Influence''.. The Nairobi Journal of Management, Volume 1.. : Kisipan, M.L. Abstract

n/a

AOSA, E.  1996.  'Kenyan Banks Choose Their Way'. Banking Times Volume 3,. , Nairobi: Kisipan, M.L. Abstract

n/a

AOSA, E.  1996.  'The Role of Government in Business''. In Kibera F. (Ed.) Introduction to Businees: A Kenyan Perspective. Kenya Literature Bureau.. Nairobi Journal of Management Vol. 3. January/April.. : Kisipan, M.L. Abstract

n/a

1995

AOSA, E.  1995.  'Banking in Kenya: An Industry at Crossroads?" Banking Times. Volume 2.. : Kisipan, M.L. Abstract

n/a

AOSA, E.  1995.  "Rationale and Business Implications of the Renewed East African Co-operation'. Marketing Review.. : Kisipan, M.L. Abstract

n/a

1992

AOSA, E.  1992.  'Management Involvement, Training and Company Effectiveness in an African Context'',. Journal of African Finance and Economic Development 1(2). Fall.. : Kisipan, M.L. Abstract

n/a

UoN Websites Search