Relevance of Management Support and Consideration in Augmenting Organizational Resilience: Evidence from Telecommunication Companies in Kenya
top of page
Asian Institute of Research, Journal Publication, Journal Academics, Education Journal, Asian Institute
Asian Institute of Research, Journal Publication, Journal Academics, Education Journal, Asian Institute

Economics and Business

Quarterly Reviews

ISSN 2775-9237 (Online)

asian institute research, jeb, journal of economics and business, economics journal, accunting journal, business journal, managemet journal
asian institute research, jeb, journal of economics and business, economics journal, accunting journal, business journal, managemet journal
asian institute research, jeb, journal of economics and business, economics journal, accunting journal, business journal, managemet journal
asian institute research, jeb, journal of economics and business, economics journal, accunting journal, business journal, managemet journal
crossref
doi
open access

Published: 10 February 2023

Relevance of Management Support and Consideration in Augmenting Organizational Resilience: Evidence from Telecommunication Companies in Kenya

Jotham Mukundi Gichuhi, David Oginde, Patrick Wambua

Pan Africa Christian University, Kenya

asian institute research, jeb, journal of economics and business, economics journal, accunting journal, business journal, management journal

Download Full-Text Pdf

doi

10.31014/aior.1992.06.01.490

Pages: 106-123

Keywords: Consideration, Management Support, Organizational Resilience

Abstract

The emergence of crises and shocks in the last few decades has left devastating disruptions in businesses across the world. Such disruptions often lead to unexpected disorientation, low profitability and losses, stagnation, and in some cases liquidation of businesses. As a result, there have been continuous calls for developing systems within the business that would enable businesses to be resilient and absorb such shocks. Existing literature on organizational resilience has focused on the relationship between resilience and other constructs such as performance, efficiency, competitiveness, and productivity: Giving little or no attention to the role that management support consideration in attaining organizational resilience. The objective of the study was therefore to examine how management support and consideration affect organizational resilience in telecommunication companies in Kenya. The study was anchored on the Managerial Grid of Leadership Theory. A positivist research philosophy was adopted. The preferred research design was a quantitative descriptive approach and cross-sectional descriptive survey. The study population comprised 9,847 participants drawn from all 19 registered telecommunication companies in Kenya. From this population, a sample size of 384 respondents was selected using a stratified sampling technique. Primary data was used which was collected via structured questionnaires. Corrected data were analyzed using descriptive statistics and inferential analysis via correlation analysis and regression analysis. Hypothesis testing was based on regression results analysis. The predictive power of the model was tested using the coefficient of determination (R2), the fitness of the model was tested using Analysis of Variance (ANOVA) while the significance of management support and consideration in predicting organizational resilience was based on P-value in Student t-test at 0.05 significance level. Results showed that management support and consideration existed among telecommunication companies in Kenya. There was an agreement among the respondents that telecommunication companies in Kenya were resilient in the last five years. Correlational results revealed that management support and consideration had a positive correlation with organizational resilience. Hypothesis testing results established that there is a significant relationship between management support and consideration of organizational resilience in telecommunication companies in Kenya. Therefore, it was concluded that management support and consideration have a significant effect on organizational resilience in telecommunication companies in Kenya. The study thus recommends that organizational leaders should develop capacity-building programs, spur creativity, innovation, and organizational efficacy to accomplish the set corporate goals and gain resilience through robust business continuity plans among other relevant initiatives.

References

  1. Ahmed, G. (2019). An analysis of strategic leadership effectiveness based on Dave Ulrich leadership code. Journal of Islamic Studies and Culture, 7(1).

  2. Aldrich, D. P., & Meyer, M. A. (2014). Social Capital and Community Resilience. American Behavioral Scientist, 59(2): 254–269.

  3. Barasa, E., Mbau, R., & Gilson, L. (2018). What is resilience and how can it be nurtured? A systematic review of empirical literature on organizational resilience. International Journal of Health Policy Management, 7(6), 491–503. doi:10.15171/ijhpm.2018.06.

  4. Bardoel, E. A., Pettit, T. M., De Cieri, H., & McMillan, L. (2014). Employee resilience: An emerging challenge for HRM. Asia Pacific Journal of Human Resources, 52, 279–297.

  5. Bavel, J. V., Baicker, K., Boggio, P. S., Capraro, V., Cichocka, A., Cikara, M., ... & Willer, R. (2020). Using social and behavioural science to support COVID-19 pandemic response. Nature Human Behaviour, 4 (5), 460–471.

  6. Bhaskar, S. Bradley, S., Chattu, V. K., Adisesh, A., Nurtazina, A., Kyrykbayeva, S., … & Ray, D. (2020). Telemedicine across the Globe-Position Paper from the COVID-19 Pandemic Health System Resilience Program (REPROGRAM) International Consortium (Part 1). Frontiers in Public Health, 8(1), 556720–. doi:10.3389/fpubh.2020.556720.

  7. Blanchet, K, Nam, S.L., Ramalingam, B. & Pozo-Martin, F. (2017). Governance and Capacity to Manage Resilience of Health Systems: Towards a New Conceptual Framework. Int Journal os Health Policy Management, 6(8), 431-435. doi:10.15171/ijhpm.2017.36.

  8. Bowers C, Kreutzer C, Cannon-Bowers J and Lamb J (2017) Team Resilience as a Second-Order Emergent State: A Theoretical Model and Research Directions. Front. Psychol. 8:1360. doi: 10.3389/fpsyg.2017.01360

  9. Caesens, G., Stinglhamber, F., Demoulin, S., & De Wilde, M. (2017). Perceived Organizational Support and Employees’ Well-Being: The Mediating Role of Organizational Dehumanization. European Journal of Work and Organizational Psychology, 26(4), 1–14. doi:10.1080/1359432X.2017.1319817.

  10. Captain, S. M., & Hammer, D. S. (2014). Resilience: The Science of Mastering Life's Greatest Challenges. Cambridge University Press.

  11. Chege, M. & Gakobu, J. (2017). Influence of Leadership Styles on Performance of Telecommunication Industry in Kenya. International Academic Journal of Human Resource and Business Administration, 2 (4) 256-281.

  12. Coleman, R. O., & Adim, C. V. (2019). Entrepreneurial Proactiveness and Organizational Resilience in Mobile Telecommunication Firms in Rivers State, Nigeria. The Strategic Journal of Business & Change Management, 6(3), 454 – 465.

  13. Collins, H., 2010. Creative research: The theory and practice of research for the creative industries. Lausanne: AVA Publishing SA.

  14. Darshani, R. (2016, 7). A review of the modes of conflict management and the Managerial Grid Model of Leadership [Paper presentation]. 7th International Conference on Business & Information ICBI, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka.http://repository.kln.ac.lk/handle/123456789/15353.

  15. Duchek, S. (2020). Organizational Resilience: A Capability-Based Conceptualization. Business Research, 13, 215–246. DOI.org/10.1007/s40685-019-0085-7.

  16. Everly, G. S. (2011). Building a Resilient Organizational Culture. Harvard Business Review, 10 (2), 109-138.

  17. Ferreira, A., Cardoso, C., & Braun, T. (2018). The Mediating Effects of Ego-Resilience in the Relationship between Organizational Support and Resistance to Change. Baltic Journal of Management, 13(1), 104-124, https://doi.org/10.1108/BJM-06-2017-0171.

  18. Gichuki, B. W. (2014). Influence of performance management on employee productivity in the civil service: A case of the Immigration Department in Kenya. (Unpublished Doctoral dissertation), University of Nairobi, Kenya.

  19. Girish, P., Mesbahuddin, C., Samuel, S., & Orchiston, C. (2018). Organizational Resilience and Financial Performance.Annals of Tourism Research, 73(C)193-196, S0160738318300653–. DOI: 10.1016/j.annals.2018.06.006.

  20. Global Monitor (2020). Kenya telecommunication market report(2020-2025). Retrieved from: https://www.globalmonitor.us/.

  21. Haldane,V., Ong, S., Chuah, F., & Legido-Quigley, H. (2017). Health Systems Resilience: Meaningful Construct or Catchphrase? Lancet. 389(10078):1513. Doi:10.1016/S0140-6736(17)30946-7.

  22. Islam, S. M., Karunarathne, B., & Tatiane, M. (2019). Impact of leadership styles on employees’ motivation: a case study of Shahjalal Islami bank limited, Bangladesh. Journal of Transnational Management, 24(3), 165-184.

  23. Jovancic, N. (2020). What is descriptive research? Retrieved from: https://www.leadquizzes.com/.

  24. Keter, A. (2015). Challenges of strategy implementation in the telecommunication industry in Kenya: A Case of Safaricom Limited (Doctoral dissertation, United States International University-Africa).

  25. Khan, A. A., Abbasi, S.O., Waseem, R., Ayaz, M., Ijaz, & M. (2016). Impact of Training and Development of Employees on Employee Performance through Job Satisfaction: A Study of Telecom Sector of Pakistan. Business Management and Strategy, 7(1), 29–. doi:10.5296/bms. v7i1.9024.

  26. Kieny, M. P., Evans, D. B., Schmets, G., & Kadandale, S. (2014). Health-system resilience: reflections on the Ebola crisis in western Africa. Bulletin of the World Health Organization, 92, 850-850.

  27. Levers, M.-J. D. (2013). Philosophical Paradigms, Grounded Theory, and Perspectives on Emergence. SAGE Open, 3(4). https://doi.org/10.1177/2158244013517243

  28. Mafabi, S., et al. (2012). Knowledge Management and Organisational Resilience: Organisational Innovation as a Mediator in Uganda Parastatals. Journal of Strategy and Management, 5, 57-80. https://doi.org/10.1108/17554251211200455.

  29. Manning, T., & Robertson, B. (2016). A Three Factor Model of Followership: Part 1– Introduction to Followership, Leadership and the Three Factor Model of Leadership. Industrial and Commercial Training, 48(6), 277–283. doi:10.1108/ict-01-2016-0003.

  30. McCombes, S.  (2019). Descriptive research. Retrieved from: https://www.scribbr.com/

  31. McKinsey (2020). Leadership in a crisis: Responding to the coronavirus outbreak and future challenges. Retrieved from: https://www.mckinsey.com/.

  32. Meintjes, A., & Hofmeyr, K. (2018). The Impact of Resilience and Perceived Organisational Support on Employee Engagement in a Competitive Sales Environment. SA Journal of Human Resource Management, 16(1), 1-11.

  33. Mueller-Jacobs, S., & Tuckwell, L. (2012). Common causes for failure in major ICT enabled programs and projects. The Office of the Chief Information Officer, Government of Australia, Australia. 36pp.

  34. Mukabi, W., Marwa, S., & Kiragu, D. (2019). Crises Management Strategies for the Attainment of Business Continuity Management Best Practices. Global Scientific Journals, 7 (2) 17-

  35. Nyamu, D. M. (2012). Relationship between managers' gender and corporate capital structure: A case of companies quoted in Nairobi securities exchange [Unpublished doctoral dissertation], University of Nairobi, Kenya.

  36. Onwughalu, O. & Amah, E. (2017). Ambidexterity and Organizational Resilience of Telecommunication Firms in Port Harcourt, Rivers State. Archives of Business Research, 5. DOI- 10.14738/abr.511.3821.

  37. Roy, D. (2019). Managerial grid in macroeconomic perspective: An empirical study (2008–2017). Journal of Transnational Management, 24(3), 165-184.

  38. Rudrajeet, P., Håkan, T., & Heikki, M. (2014). Antecedents of Organizational Resilience in Economic Crises—An Empirical Study of Swedish Textile and Clothing SMEs. Int. J. Production Economics, 147, 410–428.

  39. Shannon; T., Tracey, L., Lane, D., Guy, E., &, Jill, C. (2017). Promoting resilience using an asset-based approach to business continuity planning. SAGE Open, 7(2), 215824401770671–. doi:10.1177/2158244017706712.

  40. Shepherd, D. A., & Williams, T. A. (2014). Local venturing as compassion organizing in the aftermath of a natural disaster: The role of localness and community in reducing suffering. Journal of Management Studies, 51(6), 952-994.

  41. Shin, J., Susan, M.T, & Seo, M. (2016). Resources for Change: The Relationships of Organizational Inducements and Psychological Resilience to Employees’ Attitudes and Behaviours toward Organizational Change. Academy of Management Journal,55, (3), 727–748. http://dx.doi.org/10.5465/amj.2010.0325.

  42. Simosi, M. (2012). Disentangling organizational support construct: The role of different sources of support to newcomers' training transfer and organizational commitment. Personnel Review.

  43. Soyres, F., Abdel, M. J., Cerruti, C., & Kiwara, L. (2018). What Kenya’s Mobile Money Success could Mean for the Arab World. Retrieved from https://www.worldbank.org/.

  44. Straatmann, T., Kohnke, O., Hattrup, K., & Mueller, K. (2016). Assessing Employees Reactions to Organizational Change: An Integrative Framework of Change-Specific and Psychological Factors. The Journal of Applied Behavioral Science, 52(3), 0021886316655871–. doi:10.1177/0021886316655871.

  45. Sundnes, K. O. (2014). Strategic Planning. Scandinavian Journal of Public Health, 2(6), 106-112.

  46. Thong, J. Y., Yap, C. S., & Raman, K. S. (2016). Top management support, external expertise and information systems implementation in small businesses. Information systems research, 7(2), 248-267.

  47. Tyssen, A. K., Wald, A., & Heidenreich, S. (2014). Leadership in the Context of Temporary Organizations: A Study on the Effects of Transactional and Transformational Leadership on Followers’ Commitment in Projects. Journal of Leadership & Organizational Studies, 21(4), 376-393.

  48. Ullah, S., Ebrahim & Dong Soo, P. (2013). Shared Leadership and Team Effectiveness: Moderating Effects of Task Interdependence. African Journal of Business Management, 7(40) 4206-4220. DOI: 10.5897/AJBM2013.1636.

  49. Walker, B., Nilakant, V., & Baird R. (2014). Promoting Organizational Resilience through Sustaining Engagement in a Disruptive Environment: What are the Implications for HRM? Research Forum, 1-20.

  50. Wandabwa, M. & Kilika, J. (2020). Strategic Information Technology and Performance of Telecommunication Firms in Kenya. International Journal of Scientific and Research Publications, 10 (12) ISSN 2250-3153. DOI: 10.29322/IJSRP.10.12. 2020.p10817.

  51. Williams, Trenton A.; Gruber, Daniel A.; Sutcliffe, Kathleen M.; Shepherd, Dean A.; Zhao, Eric Yanfei (2017). Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams. Academy of Management Annals, 11(2), 733–769. doi:10.5465/annals.2015.0134.

  52. Wodak, R. (2021). Crisis communication and crisis management during COVID-19. Global Discourse, 11(3), 329-353.

  53. Wood, S. & Dail, F. (2007). Exploring the Impact of Shared Leadership on Management Team Member Job Outcomes. Baltic Journal of Management, 2 (3) 251-272. https://doi.org/10.1108/17465260710817474.

  54. Yamamoto, G. T., Şekeroğlu, Ö., & Bayramoğlu, E. E. (2011). Marketing Activities in the Leather Industry: Comparative Country Analysis. International Journal of Economics and Management Sciences, 1(3), 37-48.

  55. Young, R., & Jordan, E. (2018). Top management support: Mantra or necessity?. International journal of project management, 26(7), 713-725.

  56. Yücel, C., Karataş, E., & Aydın, Y. (2013). The Relationship between the Level of Principals’ Leadership Roles and Organizational Culture. Procedia - Social and Behavioral Sciences, 93, 415–419. Doi: 10.1016/j.sbspro.2013.09.213.

bottom of page