PROCESS DIGITIZATION STRATEGY AND ORGANIZATIONAL PERFORMANCE OF COMMERCIAL BANKS IN NAIROBI CITY COUNTY
| dc.contributor.author | MASITA MIKE MOGUSU | |
| dc.date.accessioned | 2026-03-31T18:00:48Z | |
| dc.date.available | 2026-03-31T18:00:48Z | |
| dc.date.issued | 2025-09 | |
| dc.description | Thesis | |
| dc.description.abstract | This study examined the influence of process digitization strategies on the organizational performance of commercial banks in Nairobi City County, focusing on profitability, return on investment, and operational efficiency. Anchored on the Institutional Logic Theory (LLT), Information System Theory, Human Capital Theory (HCT), Diffusion of Innovations Theory (DOI), and the Technology-Organization-Environment (TOE) framework, it adopted a positivist philosophy that views knowledge as objective, measurable, and observable. A mixed-methods approach within a longitudinal design (2019–2024) captured both quantitative and qualitative insights. The target comprised all 38 licensed commercial banks, with 152 managerial respondents selected through stratified and purposive sampling. Data were collected using structured Likert-scale questionnaires administered physically and electronically, with validity ensured through expert review, and reliability confirmed via Cronbach’s alpha (≥0.70) and composite reliability analysis. SPSS analysis involved descriptive statistics, correlation, ANOVA, and multiple regression models. Results showed significant positive correlations between organizational performance and four digitization strategies—ATM banking (r = 0.644), agency banking (r = 0.578), mobile banking (r = 0.536), and internet banking (r = 0.431), all at p < 0.001 with ATM banking showing the strongest link. Collectively, these explained 39% of profitability variation (R² = 0.390, p = 0.002). The WebIX Digital Presence Maturity Index (2019–2024) rated Kenyan banks at an “emerging” stage with a score of 49.15%. A second regression model found operations, customer relations, human capital, and risk management digitization accounted for 14.2% of performance variation (R² = 0.142, p< 0.001), with customer relations digitization as the strongest predictor. Findings underscore digitization’s strategic role in enhancing efficiency, customer satisfaction, workforce capability, and resilience, strengthening competitive advantage in a dynamic financial sector. The study recommends enabling regulatory frameworks to foster innovation, strengthen cybersecurity, enhance interoperability, and incentivize advanced digital adoption, alongside investing in digital infrastructure to expand financial inclusion. Strategic managers should embed mobile, agency, ATM, and internet banking into long-term strategies and leverage data analytics to improve profitability and efficiency, while banking management upgrades to interactive digital platforms, expands service channels, and provides continuous staff training. Scholars should undertake longitudinal and comparative studies, explore emerging technologies such as AI, blockchain, and fintech collaborations, and provide evidence-based insights to guide policy and strategy. | |
| dc.identifier.uri | https://repository.cuea.edu/handle/123456789/662 | |
| dc.language.iso | en_US | |
| dc.publisher | THE CATHOLIC UNIVERSITY OF EASTERN AFRICA | |
| dc.subject | Process digitization strategy | |
| dc.subject | organizational performance | |
| dc.subject | commercial banks | |
| dc.subject | digital transformation | |
| dc.subject | business process management. | |
| dc.title | PROCESS DIGITIZATION STRATEGY AND ORGANIZATIONAL PERFORMANCE OF COMMERCIAL BANKS IN NAIROBI CITY COUNTY | |
| dc.type | Thesis |