The Joint Influence of Organizational Autonomy, Positioning and Competitive Strategies on Performance of Kenyan State Corporations
Caxton Munyoki, Professor Peter O. K’Obonyo

Abstract
The main objective of the study was to determine the joint effect of organizational autonomy, strategic positioning and competitive strategies on performance of Kenyan State Corporations. This study was guided by positivist philosophy and adopted a descriptive cross-sectional census survey on a population of 147 Kenyan state corporations. The study used primary data collected by questionnaires which were administered to the Chief Executive Officers of the State Corporations. The study also used secondary data in respect of performance which was collected from annual performance contract reports for State corporations for the five performance contracting cycles of 2009/2010, 2010/2011, 2011/2012, 2012/2013 and 2013/2014 from the department of performance contracting in the ministry of Planning and Devolution. Data analysis entailed inferential statistics namely regression analysis. The results of the joint effect of competitive strategies, organizational autonomy and positioning were statistically significant, implying that they jointly influenced performance. The regression coefficients statistically revealed that competitive strategies, organizational autonomy and positioning influenced performance. The combined influence of the three variables (competitive strategies, organizational autonomy and positioning) was greater than the predictor influence of the variables on the performance of Kenyan State Corporations. The study concluded that the state corporations stand a better chance of achieving good performance if they pay attention to all predictors than when they focus on one or a pair.

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