School of Tourism, Hospitality and Events management

Entrepreneurial capabilities, entrepreneurial orientation and competitive advantage of event management ventures in selected counties in Kenya

Wed, 01 Jan 2025 00:00:00 GMT

Entrepreneurial capabilities, entrepreneurial orientation and competitive advantage of event management ventures in selected counties in Kenya Cheruon, Rebecca Chelagat The events sector is one of the fastest-growing areas of the tourism industry. Despite its great potential and the positive impacts events have on a countries economy, it is faced with challenges like all other industries. With rising competition within the events management industry, competitive strategies help focus on assessing organizations' strengths, growth opportunities, and competitive threats. Traditional competitive advantage models may not completely be applicable for smaller firms because they assume the existence of economies of scale and yet small firms cannot compete with larger organizations in economies of scale. The study therefore sought to establish the influence of entrepreneurial capabilities on the competitive advantage of Event Management Ventures in selected counties in Kenya. The specific objectives were to determine the influence of networking, managerial and dynamic capabilities on the competitive advantage of EMVs. The study also tested the moderating effect of entrepreneurial orientation on the relationship between entrepreneurial capabilities and the competitive advantage of Event Management Ventures. The study was anchored on the Resource-based view, Dynamic capability, and Network theories. Descriptive and sequential explanatory research designs were adapted. The target population comprised 310 managers and 20 entrepreneurs of Event Management Ventures from four purposively selected counties. The sample size comprised 230 managers selected through stratified and simple random sampling techniques respectively and, 15 entrepreneurs selected using purposive sampling. Nominal and ordinal scales were used to measure the variables. Data was collected using questionnaires for managers and interview schedules for entrepreneurs. Process macro was used to test the moderating effect of the intervening variable. Multiple regression analysis established that entrepreneurial capabilities explained 64.6% (R2=0.646) of the variance in the competitive advantage of Event Management Ventures. The regression analysis revealed that networking capabilities (β=0.197, p=0.001), managerial capabilities (β=0.334, p=0.000), and dynamic capabilities (β= 0.295, p=0.000) significantly influenced the competitive advantage of Event Management Ventures. However entrepreneurial orientation does not moderate the relationship between networking capabilities (β= -0.987, p=.1976), managerial capabilities (β= 1.1821, p=.0862), dynamic capabilities (β= -1.286, p=.1481), and competitive advantage of Event Management Ventures. Based on these results, the study concluded that entrepreneurial capabilities influence the competitive advantage of Event Management Ventures. The study recommends that managers network strategically with various stakeholders in Event Management Ventures; hospitality ventures continue investing in managerial knowledge and skills acquisition in order to attain superior managerial capabilities, and constantly respond to the changing environment to achieve competitive advantage. The new knowledge is that the calculated use of resources, capabilities, and networks enhances competitive advantage while controlling risk-taking, pro-activeness, and innovation.

Tourism and cultural heritage resilience at the historic coastal towns of Lamu and Mombasa, Kenya

Wed, 01 Jan 2025 00:00:00 GMT

Tourism and cultural heritage resilience at the historic coastal towns of Lamu and Mombasa, Kenya Mbuthia, Susan Among the problems confronting the preservation of the cultural heritage especially in developing countries stems from socio- economic and environmental pressures. Owing to its cultural and economic importance, the cultural heritage system needs particular management approaches. However, most research and management efforts in Kenya continue to enforce conservation or preservation management methods at heritage places which compete with massive industrial development happening at various places in Kenya with minimal results. This research sought to assess the contribution of tourism on cultural heritage resilience in the historic coastal towns of Lamu and Mombasa. The study achieved this through four objectives namely: to investigate the current manifestations of cultural heritage in the historic coastal towns Lamu and Mombasa; to explore the changes (shocks) that the cultural heritage products have experienced in the historic coastal towns Lamu and Mombasa; to assess the contribution of tourism to tangible cultural heritage resilience in the historic coastal towns Lamu and Mombasa; to assess the contribution of tourism to intangible heritage resilience in the historic coastal towns of Lamu and Mombasa, Kenya. The study was anchored on ecological resilience theory and adapted exploratory and descriptive research approaches in order to ascertain insights and describe relationship between tourism, culture and heritage resilience. The target population of 470 comprised of elders, house hold leaders and heritage leaders was achieved based on shared characteristics and demographics e.g. elders in the two old towns. A sample size of 110 participants from both towns was selected through multistage cluster sampling, out of which 15 heritage managers, 40 community household leaders and 55 community elders were selected using purposive and snowball techniques. Interviews with the aid of interview guide was conducted on site managers and household leaders while observation schedule and photography were used to check presence of cultural heritage manifestation. Descriptive analysis was used to analyze data derived from observation and photographic materials, while content analysis-specifically attribution and designation analysis were used to analyze data. The study established that cultural heritage is manifested through traditions, expressions, and social practices. Social ceremonies such as weddings held a higher manifestation frequency of 39%, that it is manifested as a sense of identity and continuity. The study noted, Cultural heritage experience biophysical, socio-economic, or environmental shocks. Intangible heritage seemed to experience most shocks at a frequency of 89.9%, against built heritage at 10.1%. The research established, a majority 38.9% of respondents disagreed on whether tourism played a major role in resilience of CH, therefore negating the idea that locals preserve cultural heritage primarily for tourism purposes. It was noted, the greatest contributor of heritage resilience in the old towns was their inclination to Islamic religion. The study concluded that while resilience of tangible cultural heritage systems as a result of tourism is evident, cultural experts must first recognize the role of local values such as religion on heritage resilience. The study also recommends identification of negative change in heritage which is critical to resilience in open environments experiencing immense socio- economic and environmental pressures such as the old towns

Affective learning levels and perceived soft skills Acquisition in Tourism and hospitality training In Nairobi county, Kenya

Wed, 01 Jan 2025 00:00:00 GMT

Affective learning levels and perceived soft skills Acquisition in Tourism and hospitality training In Nairobi county, Kenya Marete, Nelly While the tourism and hospitality industry requires a highly skilled and adaptable workforce, many graduates lack the necessary soft skills for workplace success. Existing research has primarily focused on technical competencies, leaving a gap in understanding how affective learning encompassing emotions, attitudes, and values contributes to soft skills acquisition. Additionally, limited studies have explored this relationship within the context of selected tourism and hospitality training institutions in Nairobi County, Kenya. This study assessed the levels of affective learning and acquisition of soft skills in tourism and hospitality training of diploma programs offered in institutions in Nairobi County. Specifically, the study assessed receiving, responding, valuing, organizing and characterizing levels of affective domain of the Blooms Taxonomy of Educational Objectives, and their effect on perceived acquisition of soft skills. The study, anchored on the humanistic theory of learning and the social constructivism learning theory, adopted an exploratory sequential mixed method design and pragmatism philosophy. The study targeted 822 male and female diploma trainees in their 2 nd and 3 rd years of study, and 41 trainers all drawn from 5 institutions in Nairobi County. Purposive sampling was used to select 12 trainers for the qualitative phase and a combination of stratified and simple random sampling technique was used to identify 262 trainees for the quantitative phase. Qualitative data were collected using an interview guide while quantitative data used a questionnaire. Qualitative data were analyzed using Taguette, a user-friendly tool for qualitative data analysis, while quantitative data were analyzed using partial least squares-structural equation modeling (PLS-SEM). The qualitative results from trainers revealed that receiving, responding, valuing, organizing and characterizing levels, each amplifying several elements are emphasized in the tourism and hospitality diploma programs. The PLS-SEM results revealed that responding level (β=0.819, p<0.001), receiving level (β=0.224, p<0.001) and valuing level (β=0.106, p<0.001) were positive and significant predictors of trainees’ perceived acquisition of soft skills. The characterizing level (β=-0.105, p<0.001) had a negative though significant effect, while the organizing level (β=0.002, p>0.05) had a positive but non-significant effect on perceived acquisition of soft skills. The contribution of affective learning was 99.2% for receiving, 98.6% responding and 50.1% valuing, while organizing and characterizing contributed 46.7% and 54.3% respectively. The study concludes that receiving, responding, and valuing significantly contribute to soft skills acquisition, characterizing had a negative effect while organizing had no significant impact. This study therefore, provides empirical evidence on the significance of effective learning levels in developing soft skills within tourism and hospitality education. These insights contribute to the enhancement of training methodologies and the shaping of policies that promote more affective learning strategies, ultimately improving graduate preparedness for the demands of the tourism and hospitality industry. Policy makers, educational stakeholders, and hospitality stakeholders should take cognizance of attributes inherent in these levels, including openness to experience, active participation, accepting the worth of, value integration and value prioritization among others, to develop enabling policy guidelines for affective learning in tourism and hospitality training. The study further recommends that industry practitioners need to collaborate with training institutions to offer opportunities for trainees to get exposure to industry work environment through work- based learning activities. These real-life experiences foster an engaging learning environment that reinforce application of organizing and characterizing, which are higher order levels of affective learning thus significantly contributing to the development of soft skills.

Labour law compliance, organisational leadership and Employee accountability in star rated hotels in Uasingishu County Kenya

Wed, 01 Jan 2025 00:00:00 GMT

Labour law compliance, organisational leadership and Employee accountability in star rated hotels in Uasingishu County Kenya Kiprop, Carolyne Employee accountability is crucial in Kenya’s hospitality sector yet labour law compliance remains a challenge. Hotels often face low wages, demanding conditions, and high informal employment, exacerbated by weak enforcement of regulations on fair wages, working hours, and safe work environments. Poor accountability has severe consequences, affecting both employees and Organisational performance. However, research on the effect of Labour Law Compliance (LLC) on Employee Accountability (EA) and the moderating influence of Organisational leadership remains limited. The purpose of the study was to investigate the effect of Labour Law Compliance (LLC) on Employee Accountability (EA) in Star-rated hotels in Uasin Gishu County, Kenya. Specifically, the study determined the effects of Employment Act Compliance (EAC), Occupational Safety and Health Act Compliance (OSHAC) and Labour Relations Act Compliance (LRAC) on Employee Accountability. It also determined the moderating effect of leadership, specifically transactional and transformational leadership on the relationships between LLC and EA and explored the perception of LLC. The study was anchored on Koppell’s Accountability, Compliance House Model and System theory. The study used a mixed-method quantitative and qualitative approach. The target population comprised 465 employees from 8-star rated hotels of which 215 formed the sample size including 8 managers and 2 labour officers. Stratified sampling was employed to subdivide the population into smaller groups, or strata, based on their respective departments. Simple random sampling was then utilized to select employees from these strata, while purposive sampling was applied to select managers and labour officers. Quantitative data from employees were collected using structured questionnaire while qualitative data from managers used interview schedules and for labour officers was dyadic interviews. Quantitative data were analyzed using multiple linear regression and PROCESS macro while qualitative data were analyzed through content analysis. Findings revealed that LLC explained up to 35.1% of the variance in EA (R 2 =0.351). Moreover, EAC (β=0.387, t=3.299, p<0.05) and LRAC (β=0.384, t=3.760, p<0.05) had a positive and statistically significant effect on employee accountability. However, OSHAC (β=0.063, t=0.673, p>0.05) had a positive but non- significant effect on EA. Further, transformational leadership (TFL) moderated the relationship between LLC and EA (β=0.393, t=2.357, p<0.05). Transactional leadership did not significantly moderate the relationship between LLC and EA (β=0.104, t=0.666, p>0.05). Managers and labour officers reported a positive perception of labour law compliance. The study concluded that EAC and LRAC affect employee accountability while OSHAC does not; transformational leadership moderates the relationship between LLC and EA whereas transactional leadership does not impact. The study recommends hotel managers to communicate, implement and train employees on LRA compliance; review and update the EAC to address job security, fair wages and employee rights; allocate resources for OSHAC enforcement and embrace transformational leadership to empower employees, enhance compliance and promote accountability. New knowledge is that LRAC has more impact on employee accountability than EAC & OSHAC hence synergy between the legislations have the potential to maximize collective impact on EA.