PROF. KINOTI MARY WANJIRU

This paper investigates the effect of FDI on performance of manufacturing firms in
Kenya. Little is documented about the link between FDI variables of capital flow,
advanced production technology, marketing expertise and management know-how
and performance of firms. The study’s sought to establish the effect of each
individual FDI variables on firm’s performance. It also sought to established the
overall effect of the performance manufacturing firms in Kenya. The population of
study comprised 100 companies registered with Kenya Association Manufacturing
as at the time of data collection in 2019 and that had over 10 percent foreign
ownership. The respondents were the CEOs of organization. The study used a
structured questionnaire to collect primary data. Descriptive and inferential
statistics were both used to analyze the data. Data was pretested for normality,
linearity, multicollinearity, autocorrelation and homoscedasticity and the data found
to meet most of these preconditions. The Pearson correlation analysis was employed
to discern not only the strength but also the direction of the interrelationships
involving the variables. The researcher tested the effect of the components of FDI
on performance of manufacturing firms. The study developed one hypothesis and
four sub hypothesis. The results revealed that there was a statistically significant
relationship between FDI and firm performance. This imply that to achieve better
firm performance, the government need to come up with policies geared to
attracting more FDI into the key sectors of the economy.

The purpose of the study was to examine the relationship between market entry strategies and organisational performance of multinational corporations in Kenya. The specific objective is to establish the relationship between market entry strategies and organisational performance of multinational companies in Kenya. The study employed descriptive cross-sectional research design. The study established that market entry strategies explained 43.1% of the variance in organizational performance of multinational companies measured using financial performance parameters and 52.5% of the variance in organizational performance measured using nonfinancial parameters. The hypothesis that there is a significant relationship between market entry strategies and organisational performance was therefore supported. The study recommends that multinational corporations should carry out research on the market entry strategies before venturing into international market. This will ensure that they use the appropriate market entry strategy to enhance their performance. The study also recommended that the management evaluate the factors influencing the choice of market entry modes in order to choose the best alternative. The results makes a contribution to theory development, policy and marketing practice in relation to the effect of market entry strategy and organisation performance The limitation of the study is that it used top management as the respondents, may be if other cadre of employees were studied they could have contributed to more exhaustive results for generalization, this however did not compromise on study results. Therefore, the study suggests that there is room for further research incorporating a large population approach, using longitudinal designs and using group discussion to get more information from the respondents.