Effect of Conflict Management Strategies on the Relationship between Corporate Governance and Organizational Performance in State Corporations in Kenya
This study seeks to explore the influence of corporate governance on organizational performance of state corporations moderated by Board Conflict management Strategies in Kenya. A survey design was used to arrive at the expected outcomes in this study. Data was collected from 375 respondents with a response rate of 82.4%. Descriptive and inferential statistics were computed using statistical package of social sciences. Linear regression model was used to determine the relationship between corporate governance and organizational performance. The study revealed that board conflict management strategies are key factor in resolving conflict within the board and in the State Corporation. Once a conflict is resolved, the study found that organization performance changes by 7%. The researcher recommends application of Arbitration, Negotiation and Mediation strategies in resolving a conflict in the state corporation for the effective and efficient service delivery.
Jenifer W. Muriuki,
Effect of Conflict Management Strategies on the Relationship between Corporate Governance and Organizational Performance in State Corporations in Kenya, Science Journal of Business and Management.
Vol. 5, No. 4,
2017, pp. 158-168.
Anderson, R. C. and Reeb, D. M. (2004), Board composition balancing family influence in S and P 500 firms. 209/ Administrative science quarterly, 49 (2004): 209-237.
Balakrishnan, S. (1996), Benefits of customer and competitive orientations in industrial markets. Industrial Marketing Management, 25 (7), 257-269.
Barnhart, S. W. and Rosenstein, S. (1998), Board composition, managerial ownership and firm performance: An empirical analysis. The financial review 33: 1-16.
Baron, R. M., & Kenny, D. A. (1986), The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-82.
Baysinger, B. D. and Butler, H. N. (1995), corporate governance and the board of directors: Performance effects of changes in board composition Journal of Law, Economics and Organization, 1, 101-124.
Baysinger, B. D. and Hoskisson, R. E. (1990), the composition of boards of directors and strategic control effects on corporate strategy, Academy of management review 15 (1): 72-87.
Bonn, I. and Fisher, J. (2005), corporate governance and business ethics: Insights from the strategic planning experience. Corporate governance volume 13.
Bosch, H. (1995). Corporate practices and conduct. Melbourne: FT Pitman.
Business round table (2005). Principles of corporate governance, a white paper by, www.businessroundtable.org/,January,8,2007.
Byrd, J. W. and Hickman, K. A. (1992). Do outside directors monitor managers? Evidence from tender offer bids. Journal of financial economics 32: 195-221.
Chaganti, R. S., Mahajan, V. and Sharma, S. (1985), Corporate board size, composition and corporate failures in retailing industry. Journal of management studies 22: 400-417.
Chiang, H. (2005), an empirical study of corporate governance and corporate performance. The journal of American academy of business, Cambridge 95-110.
Chung, K. H. and Pruitt, S. W. (1994), a simple approximation of Tobin’s Q, Financial management, 23 (3), 70-74.
Clark, W. and Demirag, I. (2002), Enron: The failure of corporate governance, Greenleaf Publishing.
Cooper, D. R., & Schindler, P. S. (2003). Business Research Methods (8th ed.). New Delhi: Tata McGraw-Hill Publishing Limited.
Cotter, J. F., Shivdasani, A. and Zenner, M. (1997), Do independent directors enhance target shareholder wealth during tender offer? Journal of financial economics 43: 195-218.
Daily, C. M. and Dalton, D. R. (1993), Board of directors leadership and structure: Control and performance implications, Entrepreneurship: Theory and practice, 7, 65-82.
Daily, C. M. and Dalton, D. R. (1994), Bankruptcy and corporate governance: The impact of board composition and structure, Academy management Journal 37: 1603-1617.
Dalton, D. R., Daily, C. M., Ellstrand, A. E. and Johnson, J. L. (1999), Number of directors and financial performance: A meta-analysis, A\academy of management Journal 42 (6): 674-686.
Davidson, W. N., Pilger, T and Szakmary, A. (1998), Golden parachutes, board and committee composition and shareholder wealth, The financial review 33: 17-32.
Davis, J., Donaldson, L. and Schoorman, D. (1997), toward a stewardship theory of management, Academy of management review 1997, Vol. 22 No. 1, 20-47.
Dicke, L. A. And Ott, S. (2002), A test: Can stewardship theory serve as a second conceptual foundation for accountability methods in contracted human services? International Journal of public administration, 25 (4), 463-487.
Donaldson, L. & Davis, j, (1991). Stewardship Theory or Agency Theory; CEO Governance and Shareholder Returns. Academy of Management Review, Vol 20, No. 1 pp 65.
Donaldson, L. and Davis, J. H. (1991), Stewardship theory or agency theory: CEO governance and shareholder returns, Australian Journal of management. 16 (1), pp 49-64.
Eisenberg, T., Sundgren, S, and Wells, M. T. (1998), larger board size and decreasing firm value in small firms, Journal of financial economics 48: 35-54.
Finkelstein, S. and Aveni, R. A. (1994), CEO duality is double edged sword: How boards of directors balance entrenchment avoidance and unity command, Academy of management Journal 37, 1079-1108.
Fisher, A. A., Laing, J., & Stoeckel, J. (1985). Guidelines for Overcoming Design Problems in Family Planning Operations Research. Studies in Family Planning, 16 (2).
Forbes, D. P. and Milliken, F. (1999), Cognition and corporate governance: Understanding board of directors as strategic decision-making groups, Academy of management review, 3, 489-505.
Gathura, A. N., (2007). Corporate governance structure and performance of manufacturing Firms.
Gatignon, H., & Xuereb, J. M. (1997), Strategic orientation of the firm and new product performance. Journal of Marketing Research, 34 (1), 77-90.
Gitari J. M. (2008). Corporate governance and the financial performance of state corporations: the case of new Kenya cooperative creameries. Unpublished MBA project University of Nairobi.
Gladstein, D. (1984), a model of task group effectiveness, Administrative science quarterly, 29: 499-517.
Golden, B. R. and Zajac, E. J. (2001), when will boards influence strategy? Inclination x power = strategic change, Strategic management Journal 22: 1087-1111.
Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate Data Analysis with Readings (5th ed.). Englewood Cliffs, NJ: Prentice Hall.
Harvill, L. M. (1991), An NCME instructional module on standard error of Measurement. ITEMS, (Summer), 33-41.
Holderness, C. G and Sheehan, D. P. (1998), the role of majority shareholders in publicly held corporations. Journal of financial economics 20: 317-346.
Javalgi, R. G., Whipple, T. W., & Ghosh, A. K. (2005), Market orientation, strategic flexibility, and performance: Implications for services providers. Journal of Services Marketing, 19 (4), 212-221.
Jensen M (2001) Value Maximization, stakeholder Theory and the Corporate Objective Function. European Financial Management 7, 297-317.
Jensen, M and Meckling. W (1976). Theory of the firm: Managerial Behavior, Agency Costs, and Ownership Structure. Journal of Management, Vol. 22 No 3, pp. 409-438.
Jensen, M. C. and Meckling, W. H. (1976), Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of financial economics, 3, 305-360.
Kang, J. K. and Shivdasani, A. (1995), Firm performance, corporate governance and top executive turnover in Japan. Journal of financial economics 38: 29-58.
Kiel, G. and Nicholson, G. (2003), Board composition and corporate performance: How the Australian experience informs contrasting. Corporate governance Volume 11 No. 3.
Klein, A. (1998), Firm performance and board committee structure. Journal of law and economics: 41 (1): 275-303.
Kothari, C. R. (2003). Research Methodology: Methods and Techniques. New Delhi New Age Int. Publishers.
Lorsch, J. W. and Zelleke, A. (2005), should the CEO be Chairman? MIT Sloan management review, Vol. 46 (2), 71-74.
Malhotra, N. K., & Dash, S, (2011), Marketing Research an Applied Orientation. New Delhi: Pearson.
Mugenda, M. O. & Mugenda (2003). Research Methods: Qualitative and Quantitative Approaches, Acts Press, Nairobi.
Owen, L. (2002). Introduction to Survey Research Design. SRL Fall 2002 Seminar Series: http://www.srl.uic.edu
Private sector initiative report (1998). Principles of corporate governance in Kenya and a sample code of best practice. Kenya Private sector corporate governance trust.
Rechner P. L. & Dalton, D. R. (1991), CEO duality and Organizational performance; a longitudinalanalysis. Strategic Management journal 12, 155-160.
Slater, S. F., & Narver J. C. (1994b), Market orientation, customer value and superior performance. Business Horizon, 37 (2), 22-28.
State Corporations Advisory Circular (2010). Office of the President, Government Printing Press, Nairobi.
Sundarom, A. K, &Yamach, C. (1999). The Corporate Objective Revisited.
Zikmund, W. G. (2003). Exploring Marketing Research (7th ed.). USA: Thomson, South Western.