Moderating Effect of Organizational Ambidexterity on the Relationship between Dynamic Capabilities and Performance of Food and Beverages Companies in Kenya
The main objective of the study was to assess the moderating effect of organizational ambidexterity on the relationship between dynamic capabilities and performance of Food and Beverages Companies in Kenya. The specific objectives of the study were to assess the effect of sensing, seizing and reconfiguration capabilities on performance and also the moderating effect of organizational ambidexterity on the relationship between dynamic capabilities and performance of Food and Beverages firms. The study adopted positivist philosophy and utilized descriptive and explanatory research design. Primary data was gathered by a census strategy on target population of 98 Food and Beverages Firms registered under Kenya Association of Manufacturers. Structured questionnaires were utilized in collecting data whereas inferential as well as descriptive statistics were employed in analyzing data. To test the linear variables’ association, Pearson correlation was employed whereas to analyze data so as to test the study hypothesis, multiple regression model was utilized. The findings showed that sensing capabilities (β=.392, p=.000), seizing capabilities (β=.194, p=.000) and reconfiguration capabilities (β=.174, p=.001) positively and significantly affect performance of food and beverages firms in Kenya. There was moderation of organizational ambidexterity on the relationship between dynamic capabilities and performance of food and beverages firms in Kenya (CI=.00, .05; p=.00; R2=.33).
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