He is a Strategic Management scholar and consultant, and holds a Bachelor of Arts degree in Linguistics from Moi University, MBA and PhD degrees in Strategic Management from the University of Nairobi. Prof. Machuki is currently the Director of Kisumu Campus of University of Nairobi and an Associate Professor in the Department of Business Administration, Faculty of Business and Management Sciences. He also served as the Coordinator of Strategy and Business Development in the former School of Business, University of Nairobi.




Letting, Aosa, E, Machuki VN.  2012.  Board Diversity and Performance of Companies Listed in Nairobi Stock Exchange. : International Journal of Humanities and Social Science, Vol. 2(11) pp. 172-182 Abstract
Machuki, V. N., AE, K. LN.  2012.  Firm-Level Institutions and Performance of Publicly Quoted Companies in Kenya. : International Journal of Humanities and Social Science, Vol. 2(21) pp. 289-312 Abstract


Arasa R. M., Aosa, E, V.N. M.  2011.  Participatory Orientation to Strategic Planning Process: Does It Pay? : Business Administration and Management Journal, Vol. 1(10), pp. 319-327 Abstract
Machuki, VN.  2011.  Strategy Implementation: Practices and Challenges in a Multidivisional Company (The Case of Cooper Motors Corporation, Kenya). : LAP Lambert Academic Publishing AG & KG. ISBN: 978-3-8443-1275-1 Abstract
Machuki, VN, K’Obonyo, P.O..  2011.  Organizational Strategic Behaviour and Performance of Publicly Quoted Companies in Kenya. Business Administration and Management Journal. 1(7):219-232..
Machuki, VN, Aosa E.  2011.  The influence of the external environment on the performance of publicly quoted companies in Kenya. Prime Journal of Business Administration and Management . 1(7):pp.205-218. Abstract

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

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