Bio

Personal Information

CAREER OBJECTIVES:
To contribute to knowledge creation, sharing, and application for economic growth and societal
well-being through research; teaching; and consultancy in marketing and management
QUALIFICATIONS:
I am trained and qualified in Marketing, Research and Strategy and have been teaching the
following courses at both undergraduate and postgraduate (MBA) level at the University of
Nairobi (School of Business and School of Journalism) and Kenyatta University for more than 5
years.

PDF Upload: 

Publications


2017

Hayford, A, Joseph OO, Afra N.  2017.  Green Marketing Orientation (GMO) and Performance of SMEs in Ghana. American Journal of Management. 11(1):99-109.amegbe_owino__nuwasiima_2017.pdf
Hayford, A, Joseph OO, Kerubo OL.  2017.  Behavioural Responses to Corporate Image Building through Social Media Advertising: A Study Among Nairobi Students. Journal of Creative Communications. 12(3):1-16.amegbe_owino__oeba_2017.pdf
Bruce, OJ, Joseph OO.  2017.  The Moderating Influence of Industry Competition on the Relationship between Corporate Strategy and Organizational Performance. International Journal of Research in Business Studies and Management. 4(4):13-20. Abstractogaga_and_owino_2017.pdf

The influence of strategic choice on performance is a subject of debate in strategic management. However,
previous studies have yielded inconsistent results. While industrial organization economics theory and the
contingency theory emphasize the role of industry environment in organizational performance, little
research attention has been directed towards investigating the indirect influence of the competitive
environment on performance. The current study, attempts to highlight the indirect influence of the
environment by testing the moderating influence of industry competition on the relationship between
corporate strategy and performance. The study adopted the descriptive cross sectional survey with data
collected from companies listed at the Nairobi Securities Exchange. Structured questionnaire was used and
data analyzed through both descriptive and inferential statistics and linear regression. The findings
demonstrate that industry competition has a significant moderating influence on the relationship between
corporate strategy and performance. Drawing from the findings, we conclude that performance of the firm
depends on the degree of alignment of corporate strategy to industry competition.

2016

Joseph, OO, M C, W.P K, V G, L K, K K.  2016.  The Influence of Social Media on Brand Equity in Kenyan Banking Industry. Pyrex Journal of Business & Finance Management. 2(1):1-5.owino_et_al._2016.pdf
Shadrack, WM, Joseph OO.  2016.  Top Management Team Characteristics, Strategy Implementation and Performance of Tea Factory Companies in Kenya. International Journal of Research in Business & Technology. 7(3):948-958.wasike_and_owino_2016_441948-957.doc

2015

Joseph, OO, Francis K.  2015.  The Influence of Organizational Culture and Market Orientation on Performance of Microfinance Institutions in Kenya. International Journal of Business and Management. 10(8):204-211. Abstractthe_influence_of_organizational_culture_and_market_orientation_on_performance_of_microfinance_institutions_in_kenya.pdf

The objective of our study is to assess the influence of organizational culture and market orientation on
performance. The population of the study comprise microfinance institutions that are members of the Association of Microfinance Institutions (AMFI) in Kenya. We used descriptive cross-sectional survey design. We collected primary data using structured questionnaire. We test our hypotheses through regression analysis. Our results demonstrate that organizational culture significantly and positively influence variations in performance. The partial mediation effect of market orientation on the relationship between organizational culture and performance was confirmed. The complimentary effect of organizational culture on market orientation implies that organizations need to spend more resources in nurturing market orientation to create sustainable competitive advantage through delivery of superior customer experience. We conclude that the influence of organizational culture and market orientation on performance is more plausible for mature industries regarded as diverse in terms of customer needs.
Keywords: organizational culture, market orientation, performance, microfinance

O.J.Owino, F.Kibera, R.Musyoka.  2015.  ORGANIZATIONAL CULTURE, INDUSTRY COMPETITION AND PERFORMANCE OF MICROFINANCE INSTITUTIONS IN KENYA. DBA-Africa Management Review. 5(2):1-14. Abstractjournal_article_organizational_culture_industry_competion_performance_dba.pdf

The objective of our study is to assess the influence of organizational culture and industry competition on performance of microfinance institutions in Kenya. The population of the study comprise microfinance institutions that are members of the Association of Microfinance Institutions (AMFI) in Kenya. We used descriptive cross-sectional survey design. We collected secondary data from annual industry performance reports by AMFI. Primary data were collected through structured questionnaire. We analyze data through Chi-square tests, factor analysis and regression analysis. Results of Cronbach’s alpha test confirm reliability of our measurement scales. Our results demonstrate that organizational culture has significant positive influence on performance when the latter is measured using subjective performance indicators. However, the relationship between organizational culture and financial performance is not statistically significant. The results also indicate that industry competition has significant but, moderate positive influence on firm performance. Our results do not confirm significant influence of interaction between organizational culture and industry competition on firm performance. Finally, our results show that the joint influence of organizational culture and industry competition on performance is statistically significant. Findings of the study have implications for theory and marketing practice. Our results support resource based view and resource advantage theories of competition. The results imply that possession of strong organizational culture that enhances reconfiguration and deployment of organizational resources is a key success factor in the microfinance industry. Findings of the study also imply that industry competition is beneficial to firms within the industry. The above findings inform our conclusion that organizational culture positively and strongly influence performance outcomes in the microfinance industry. However, the study is limited by the cross-sectional research design used. Based on the limitations of the study, we recommend the use of longitudinal research design to assess changes in organizational culture and performance over time.

2011

Owino, OJ.  2011.  FACTORS DETERMINING CUSTOMER COMMITMENT TO SERVICE PROVIDERS IN KENYAN MOBILE TELEPHONE INDUSTRY. Abstractfactors_determining_customer_commitment_to_service_providers_in_kenyan_mobile_telephone_industry.pdf

The study was designed to determine factors which contribute to customer commitment in the mobile telephone service industry. The population of interest comprised of subscribers to mobile telephone companies in Nairobi and Mombasa cities. Two hundred respondents were sampled for purposes of data collection. Data was collected through interviewer administered questionnaires. Factor analysis was used to identify variables which determined customer commitment. It was established that calling habits varied across the two cities. The length of time customers stayed in business relationship had significant influence on their trust for service provider. Commitment to relationship was predominantly determined by level of trust customers had in service providers. Other factors which explained commitment include service quality, reliability and marketing activities by the service provider. Switching costs had significant and positive impact on commitment.
Based on results of analysis, it was concluded that customer commitment to relationship vary across industries and geographic market segments. Commitment in Kenya's mobile telephone industry was determined by customer’s psychological and emotional factors as well as firm related factors. It was also concluded that efforts towards building trust have significant contribution to commitment. In addition, high switching costs increased commitment only when customers had developed trust in the service provider. The study recommends that studies should be carried out to assess the relative contribution of various marketing mix elements to customer commitment.
Key words: commitment, trust, relationship

UoN Websites Search