| dc.description.abstract | Strategic management literature show that strategic outsourcing modes are important
factors in enhancing firm performance in terms of cost reduction and quality
improvement, among other reasons. However, given the dynamic nature of strategic
outsourcing modes, the strategic outsourcing modes adopted by tea processing factories
have not been studied. Moreover, the extent to which KTDA managed factories apply
strategic outsourcing modes is not known. In addition, these studies fail to study the effect
of strategic outsourcing modes on performance of factories in the tea sector using causal
research design. The purpose of this study was therefore to investigate the effect of
strategic outsourcing modes on performance of KTDA managed factories. Specific
objectives were to: establish the strategic outsourcing modes adopted by these factories,
determine the extent to which strategic outsourcing modes are used by KTDA managed
Factories in Kenya, and establish the effect of strategic outsourcing modes on
performance of KTDA managed Factories in Kenya. The study was guided by
contingency theory in an adapted conceptual framework. A causal research design was
employed. The target population was 729 respondents from all 66 KTDA managed
factories in Kenya. Proportionate statistical technique was used to select a study sample
of 324 respondents. The study used both primary and secondary data. A semi-structured
self-administered questionnaire to respondents was used to collect primary data.
Secondary data was collected through desk review. Data was analyzed using descriptive
and inferential statistics. Data was presented using tables and graphs. A pretest on 10
respondents indicated instrument was reliable at a =.850. The study findings were:
management services (mean = 2.8133, SD =1.04345) implying that management services
was the most important strategic outsourcing mode; Green leaf delivery (Mean = ( 3.6167,
SO = 1.6167) implying green leaf delivery as the strategic outsourcing mode used to the
largest extent: and management services (8 = .264, P = .000) and tea processing (8 = -
.202, P = .000) imply that these two strategic outsourcing mode significantly predicted
performance. Concluded that; management services as the most prevalent strategic
outsourcing mode; green leaf delivery was used to the largest extent; and management
services and tea processing significantly predicted performance. Recommended that:
management service is used continually; green leaf delivery is monitored for quality and
management services are enhanced as tea processing is reduced as strategic outsourcing
modes in the tea sector. | en_US |
