RESOURCE REALLOCATION AND SUSTAINABILITY OF PUBLIC UNIVERSITIES IN KENYA
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Abstract
The operational environment for Kenyan universities has become increasingly competitive and volatile. To remain viable, public universities must address resource reallocation. This study investigated how resource reallocations affect the sustainability of public universities in Kenya. The study was guided by the Triple Bottom Line model and adopted a positivist philosophy, employing a descriptive cross-sectional design. Data was collected from 154 senior administrators (79 Deputy Vice-Chancellors and 75 Registrars) across all 35 chartered public universities in Kenya using structured questionnaires. Descriptive statistics, Pearson correlation, and multiple regression analyses were used to test hypotheses. Key findings revealed significant positive relationships between Resource reallocation and sustainability of public universities in kenya. The study concluded that universities must prioritize optimizing resource allocation. The study recommended that leaders should learn new techniques on how to remain agile even in changing environments to achieve sustainability of the institutions. These findings underscored the critical synergy between resource reallocation and ensuring the long-term sustainability of Kenya’s public universities.
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References
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Momanyi, C. (2022). Antecedents of Change Management Determinants on Operational Efficiency of Public Universities in Kenya. Journal of Strategic Management, 6(6), 155-173.
Morandi Stagni, R., Santalo, J., & Giarratana, M. S. (2020). Product‐market competition and resource redeployment in multi‐business firms. Strategic Management Journal, 41(10), 1799-1836.
Musyoka, C. S., & business, e. (2023). Strategic innovations and performance of public universities in Kenya.
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Nwachukwu, C., & Chladkova, H. (2019). Firm resources, strategic analysis capability and strategic performance: organizational structure as moderator. International Journal for Quality Research, 13(1), 75-94.
Obado, O. D., Momanyi, C., & Onsongo, E. (2023). Influence of Planning Strategy on Performance of County Government in Kenya. Journal of Strategic Management, 7(6), 67-77.
Oke, A., & Fernandes, F. A. P. (2020). Innovations in teaching and learning: Exploring the perceptions of the education sector on the 4th industrial revolution (4IR). Journal of Open Innovation Technology, market and complexity, 6(2).
Pandey, P., & Pandey, M. M. (2021). Research methodology tools and techniques. Bridge Center.
Red-Well, E. E., Hamilton, D. I., & Bayo, P. L. (2021). Resource fluidity and competitiveness of Aluminium manufacturing firms in Nigeria. Resource, 2(3).
Rotich, J., & Okello, B. (2019). The effect of resource fluidity on strategic agility among universities in Kenya: Case of Masinde Muliro University of Science and Technology. The Strategic Journal of Business & Change Management, 6 (2), 2176 – 2190.
Shah, Y. C. (2024). Leveraging Sustainability Through Technology for Agile Organizations. Indian Journal of Sustainable Development (IJSD), 10(1).
Singh, R. K., Garg, S. K., & Deshmukh, S. G. (2020). A review on internal environmental factors for sustainable development of organizations. In Green Supply Chain Management for Sustainable Business Practice (pp. 89–101). Springer.
Srivastava, A. K., Dixit, S., & Srivastava, A. A. (2022). Criticism of Triple Bottom Line: TBL (With Special Reference to Sustainability). Corporate Reputation Review, 25, 50–61.
Taherdoost, H. (2016). Sampling Methods in Research Methodology; How to Choose a Sampling Technique for Research. International Journal of Academic Research in Management, 5(2), 18–27. https://doi.org/10.2139/ssrn.3205035
Teece, D. J. (2009). Dynamic capabilities and strategic management: Organizing for innovation and growth. California Management Review, 51(3), 28–54.
Wang, C., Wang, Z., Wang, G., Lau, J. Y. N., Zhang, K., & Li, W. (2021). COVID-19 in early 2021: current status and looking forward. Signal transduction and targeted therapy, 6(1), 1-14.
Were, S. (2023) Digital Transformation in Kenyan Universities, EdTech Africa.
Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991-995. https://doi.org/10.1002/smj.318.
Xu, C. (2024). Resource Allocation in China’s Public Universities: Administrators’ Perceptions. Higher Education Policy, 1-23.
Zubeltzu-Jaka, E., Álvarez-García, J., del Río-Rama, M. D. L. C., & Retolaza, J. L. (2024). Corporate governance and triple bottom line: A meta-analysis of board characteristics and their impact on sustainability. Business Strategy & Development, 7(1), 20–34.
Bove, L. L., & Smith, J. (2018). Change management in higher education: A review of the literature from 2012 to 2017. Journal of Higher Education Management, 33(2), 45–61
Chan, L. & Mutheveloo, R. (2020). Vital organizational capabilities for strategic agility: An empirical study. Asia-Pacific Journal of Business Administration, 12(3/4), 223-236.
Cheruiyot, M. C. (2022). Effect of strategic agility on the survival of star-rated hotels in Kenya (Doctoral dissertation, Strathmore University).
Chikafalimani, S. H., Kibwami, N., & Moyo, S. (2021). Management of facilities at public universities in Africa: Current challenges and the way forward. Real Estate Management and Valuation, 29(1), 21-29.
Chu, Z., Xu, J., Lai, F., & Collins, B. J. (2018). Institutional theory and environmental pressures: The moderating effect of market uncertainty on innovation and firm performance. IEEE Transactions on Engineering Management, 65(3), 392-403.
Cronbach L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16(3), 297–334.
Das, A. (2020). Emerging technologies and their impact on supply chain management: A literature review. International Journal of Operations and Logistics Management, 9(1), 12-22.
Efeomo, I. S., Paul, S. O., Moyosore, K. T., & Paul, B. B. (2022). Demystifying performance within the context of resource fluidity in Nigeria. academy of strategic management journal, 21(2), 1-9.
Esen, S., Saygili, M., & Ates, C. (2023). Effects of innovation capabilities on organisational sustainability: evidence from an emerging economy.
Field, A. (2013). Discovering statistics using IBM SPSS statistics. Sage.
Gupta, A. K. (2021). Innovation dimensions and firm performance synergy in the emerging market: A perspective from Dynamic Capability Theory & Signaling Theory. Technology in Society, 64, 101512.
Heaton, S., Teece, D., & Agronin, E. (2023). Dynamic capabilities and governance: An empirical investigation of financial performance of the higher education sector. Strategic Management Journal, 44(2), 520-548.
Hidalgo, C. A. (2018). How humans judge machines. Nature, 554(7693), 313-314.
Ingosi, M. T., Odero, J. A., & Ali, U. (2024). Financial Resources and Performance of public Universities in Kenya. Journal of Accounting and Finance in Emerging Economies, 10(3), 425-432.
Jacob, O. N. (2020). Administration of public universities in Nigeria: Problems and solutions. Jurnal Sinestesia, 10(2), 86-94.
Kamau, R. C., & Mang’ana, R. (2024). Influence of Strategic Innovations on Growth of Public Universities in Kenya through Income Generating Units. International Journal of Management and Business Research, 6(1), 765-784.
Kariuki, P., Ombaka, B., & Kiumbe, P. (2022). Moderating Influence of Sustainability Strategies on the Relationship between Institutional Management Practices and Performance of Chattered Public Universities in Kenya.
Kharlamova, G., & Shvartsman, E. (2019). Sustainability in the context of corporate social responsibility. In D. Crowther & S. Seifi (Eds.), Handbook of Research on Corporate Governance and Entrepreneurship (pp. 150-170). IGI Global. organizational agility: Research on SMEs. Business Management and Strategy, 11(1).
Kiilu, P., Machuki, V., Aosa, E., & Ngahu, C. (2024). Is There a Moderated Mediation Model that Explains the Relationship Between Strategic Agility, Organizational Culture, Environmental Turbulence, and Organizational Performance? Evidence from Accredited Universities in Kenya. European Journal of Business and Management Research, 9(6), 1-6.
Kimathi, B. K., & Irungu, A. M. (2024). Revenue Diversification on Financial Sustainability of Public Universities in Kenya. Journal of Finance and Accounting, 4(3), 31-41.
Kithinji, E. T. (2022). Effect of innovative strategies on the performance of small and medium enterprises in Nairobi County, Kenya (Doctoral dissertation, KCA University.
Kitur, T., & Kinyua, G. M. (2020). An Empirical Analysis of the Relationship between Resource Fluidity and Firm Performance: A Perspective of Tours and Travel Companies in Kenya. International Journal of Innovative Research and Advanced Studies, 7(11), 13-21.
Leavy, B., & Wilson, H. (2015). Strategic agility: A state of the art. In H. Wilson, & B. Leavy (Eds.), The Routledge Companion to Strategic Human Resource Management. Routledge.
Li, L., Wang, Z., Ye, F., Chen, L., & Zhan, Y. (2022). Digital technology deployment and firm resilience: Evidence from the COVID-19 pandemic. Industrial Marketing Management, 105, 190-199.
Lopes, J. (2025). Unveiling Triple Bottom Line's Influence on Business Performance. Sustainable Futures, 3(1), 45–59.
Malcom, K. M. (2021). The Influence of Organizational Agility on Performance of Smesin Nairobi County (Doctoral dissertation, University of Nairobi).
Mendels, P. (2020). The impact of COVID-19 on higher education. Deloitte.
Micheni, A. K., Were, S., & Namusonge, G. (2025). Resource mobilization as a precursor of sustainability of donor-funded projects in the health sector in Kenya. International Journal of Social Sciences Management and Entrepreneurship (IJSSME), 9(1).
Momanyi, C. (2022). Antecedents of Change Management Determinants on Operational Efficiency of Public Universities in Kenya. Journal of Strategic Management, 6(6), 155-173.
Morandi Stagni, R., Santalo, J., & Giarratana, M. S. (2020). Product‐market competition and resource redeployment in multi‐business firms. Strategic Management Journal, 41(10), 1799-1836.
Musyoka, C. S., & business, e. (2023). Strategic innovations and performance of public universities in Kenya.
Musyoki, L. (2023). Economic Shocks and university resilience. Journal of African Economies
Na, Y. K., Kang, S., & Jeong, H. Y. (2019). The effect of market orientation on performance of sharing economy business: Focusing on marketing innovation and sustainable competitive advantage. Sustainability, 11(3), 729.
Nwachukwu, C., & Chladkova, H. (2019). Firm resources, strategic analysis capability and strategic performance: organizational structure as moderator. International Journal for Quality Research, 13(1), 75-94.
Obado, O. D., Momanyi, C., & Onsongo, E. (2023). Influence of Planning Strategy on Performance of County Government in Kenya. Journal of Strategic Management, 7(6), 67-77.
Oke, A., & Fernandes, F. A. P. (2020). Innovations in teaching and learning: Exploring the perceptions of the education sector on the 4th industrial revolution (4IR). Journal of Open Innovation Technology, market and complexity, 6(2).
Pandey, P., & Pandey, M. M. (2021). Research methodology tools and techniques. Bridge Center.
Red-Well, E. E., Hamilton, D. I., & Bayo, P. L. (2021). Resource fluidity and competitiveness of Aluminium manufacturing firms in Nigeria. Resource, 2(3).
Rotich, J., & Okello, B. (2019). The effect of resource fluidity on strategic agility among universities in Kenya: Case of Masinde Muliro University of Science and Technology. The Strategic Journal of Business & Change Management, 6 (2), 2176 – 2190.
Shah, Y. C. (2024). Leveraging Sustainability Through Technology for Agile Organizations. Indian Journal of Sustainable Development (IJSD), 10(1).
Singh, R. K., Garg, S. K., & Deshmukh, S. G. (2020). A review on internal environmental factors for sustainable development of organizations. In Green Supply Chain Management for Sustainable Business Practice (pp. 89–101). Springer.
Srivastava, A. K., Dixit, S., & Srivastava, A. A. (2022). Criticism of Triple Bottom Line: TBL (With Special Reference to Sustainability). Corporate Reputation Review, 25, 50–61.
Taherdoost, H. (2016). Sampling Methods in Research Methodology; How to Choose a Sampling Technique for Research. International Journal of Academic Research in Management, 5(2), 18–27. https://doi.org/10.2139/ssrn.3205035
Teece, D. J. (2009). Dynamic capabilities and strategic management: Organizing for innovation and growth. California Management Review, 51(3), 28–54.
Wang, C., Wang, Z., Wang, G., Lau, J. Y. N., Zhang, K., & Li, W. (2021). COVID-19 in early 2021: current status and looking forward. Signal transduction and targeted therapy, 6(1), 1-14.
Were, S. (2023) Digital Transformation in Kenyan Universities, EdTech Africa.
Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991-995. https://doi.org/10.1002/smj.318.
Xu, C. (2024). Resource Allocation in China’s Public Universities: Administrators’ Perceptions. Higher Education Policy, 1-23.
Zubeltzu-Jaka, E., Álvarez-García, J., del Río-Rama, M. D. L. C., & Retolaza, J. L. (2024). Corporate governance and triple bottom line: A meta-analysis of board characteristics and their impact on sustainability. Business Strategy & Development, 7(1), 20–34.