Abstract:
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 i
n 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 K
enya 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) pos
itively 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=.0
0; R
2
=.33).
