Kennedy Ntabo Otiso


The purpose of this study was to determine the influence of management capabilities on the performance of Nzoia Sugar Company Limited. The study was based on the Resource Based View Theory. A case study and survey designs were employed in this research. The study targeted a total of 1,403 employees comprising of 790 lower level employees, 422 Supervisory level employees, 182 middle level management and nine top level management. Random stratified sampling technique was used to select 210 respondents. Data collection instruments comprised of questionnaires and interview schedules. Validity was determined by content validity and reliability using Cronbach alpha method which had Cronbach Alpha Coefficient of 0.783 which was greater than 0.7. Data were collected and analyzed using descriptive methods. It was recommended that there was need for organization to develop customer care capability that would enable the staff to interact with customers and other stakeholder at all level; that organization should develop market capability that ensures maximum reach out to all possible customers; the firms needed to adopt management capabilities that can make them stand out in the customers’ eye and suit the prevailing environmental conditions at the given period of time and finally organizations need to set up sufficient budget that would enable them adopt most current technologies which would result to increase in performance. It was concluded that an increase in customer service management capability constructs like repeat purchase, confidentially of customer information and different customer needs once enhanced could translate to higher firm performance; attributes of marketing capabilities like employee training on basic marketing skills, e-marketing and marketing intelligence information should be enhanced; internet penetration, automation of processes, use of e-marketing and procurement could lead to improved firm performance and setting targets for the company which are attainable, monitoring and evaluation of all activities would lead to improved firm performance. The findings of this study shall be useful to the policy makers, strategists and the researcher in making informed conclusions and recommendations. The findings shall give guidance to the managers of different departments in coming up with proper policies in management. 


JEL:  J53, M11, L21


Article visualizations:

Hit counter



management, capabilities, firm, performance, competitive advantage, automation


Aberdeen Group. (2001). Customer value management; keeping profitable customers on board.

Barnsley J. B., Wright, M., & Ketcher, D. J. (2001) The resource based view of the Firm Journal of management 27:625_641

Battle, F. (2004). Customer Relationship Management: Concepts and tools, Elsevier, Oxford

Branzei, O., Vertinsky, I. (2006). Strategic pathways to Marketing capabilities in SMEs, Journal of Business Venturing, 21, 1: pp.75-105

Brown, J., & Pope, V. (2001). Best practices in strategy implementation: Learning from the best experts, Greenleaf Book Group press: New York.

Boulding, W., Staelin, R., & Johnson, W. (2005) A customer relationship management roadmap what is known, potential Pitfalls and where to go. Journal of marketing (69:4) 155-168.

Buul, M. (2010). Successful strategy implementation: A job for the internal auditor

Cho, H., & Pucik, V. (2005). Relationship between innovativeness, quality, growth, profitability, and market value, Strategic Management Journal, 26: pp.555-575.

Churchill, G. A. (1979). A paradigm for developing better measures of marketing constructs, Journal of marketing research (26:2) 64-73.

Day, G. S. (1994). The capabilities of the market driven organizations, Journal of Marketing, 58, 1: pp.37-52.

Day, G. S., & Van Due, B. (2002). Superiority in customer relationship management, consequences of competitive advantage & performance, Cambridge MA marketing Science institute

Kobinski, H. (2002). The challenges of strategy implementation. The conference Board executive Action and Control. Burr Ridge, Illinois

Kogut, B., & Zander, U. (1992). Knowledge of the firm combinative capabilities and the replication of technology; organization science 3,383_397.

Kolks, U. (1990). Strategy implementation; a user oriented conception (A masters thesis) submitted to the University of Gieben, Germany

Lopez-Cabrales, A., Vale, R., Herrero, I. (2006). The contribution of core employees to organizational capabilities and efficiency, Human Resource Management, 45,1: pp.81-109.

Mabey, C., & Ramirez, M. (2003). Does management development improve firm productivity?

Macher, J. T. and Mowery, D.C. (2009). Measuring Dynamic Capabilities: Practices and Performance in Semiconductor Manufacturing. British Journal of Management, 20, S41–S62.

Makadok, R. (2001). Toward a synthesis of the resource-based and dynamic-capability views of rent creation. Strategic Management Journal, 22, 387–401.

Mankins, M.C., & Steel, R. (2005). Tuning great strategy into great performance

Harvard Business Review July August pp. 64-73

Marketing, U.K. (2000).The problem of CRM under delivery Marketing UK.

Mata, F. J., Fuerst, W. L. & Barnsley, J B. (1995). Information Technology Sustainable competitive Advantage, A Resource Based Analysis MIS quarterly 19:4 487_505

McKelvie, A., Davidsson, P. (2009). From resource base to dynamic capabilities: an investigation of new firms, British Journal of Management, V.20, pp.63-80.

Mohammed, R. (2008). Strategic performance and measurement system and Organization capabilities; Using Levers of control Framework.

Mundy, J. (2009). Creating dynamic tensions through a balanced use of management control systems.

Newbert, S.L. (2007). Empirical research on the resource-based view of the firm: An assessment and suggestions for future research, Strategic Management Journal, 28; pp.121-146.

Payne, A., and Furrow, P. (2005). A strategic framework for customer relationship management, Journal of Marketing (69:4) 167_191

Piccolo, G., & AIves, B. (2005). IT-dependent strategic initiatives and sustained Competitive advantage: A René and synthesis of literature, mid Quarterly, 29:4, 747_777.

Piercy, N. F. (1998). Marketing implementation, the implications of marketing Paradigm weaknesses for the strategy execution, Academy of Marketing Science, Journal, 26, 222-236.

Porter, M. (1985). Competitive Advantage free press New York.

Song, M. C., Benedetto, A., Nason, R.W. (2007). Capabilities and financial performance; The moderating effect of strategic type, J. of the Acad. Mark. Sci., 35: pp.18-34.

Spanos, Y. E., Prastacos, G. (2004). Understanding organizational capabilities: towards a conceptual framework, Journal of Knowledge Management, 8,3: pp.31-43.

Tamkin, P., & Hirsh, W. (2003). Chore to champions; the making of Better people Managers

Teece, D. J., Pisandat, G., &Shven, A. (1997). Dynamic capabilities and strategic management, Strategic Management Journal 18,509_533.

Verona, G., and Ravasi, D. (2003). Unbundling dynamic capabilities: An exploratory study of continuous product innovation. Industrial and Corporate Change, 12, 577–606.

Wirowitz, J. (nd). The successful implementation of strategies in the modern Business environment, Journal of International Business Administration pop 234_256



  • There are currently no refbacks.

Copyright (c) 2018 Kennedy Ntabo Otiso

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2015-2018. European Journal of Management and Marketing Studies (ISSN 2501 - 9988) is a registered trademark of Open Access Publishing GroupAll rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.