| dc.contributor.author | Onditi, Evans Ojiambo | |
| dc.date.accessioned | 2025-11-28T11:34:19Z | |
| dc.date.available | 2025-11-28T11:34:19Z | |
| dc.date.issued | 2025-06 | |
| dc.identifier.citation | Onditi, E. O. (2025). Influence of Marketing Agility on Marketing Performance of Commercial Banks in Kenya. East African Journal of Business and Economics, 8(1), 19-28. https://doi.org/10.37284/eajbe.8.2.3180 | en_US |
| dc.identifier.issn | 2707-4269 | |
| dc.identifier.uri | https://doi.org/10.37284/eajbe.8.2.3180 | |
| dc.identifier.uri | http://repository.mut.ac.ke:8080/xmlui/handle/123456789/6823 | |
| dc.description.abstract | This study aimed to establish the influence of marketing agility on the marketing performance of commercial banks in Kenya. The study was founded on the Dynamic Capabilities Theory, and the target population was the 39 commercial banks licensed to operate in Kenya by the Central Bank of Kenya. A census of the target population was done because it was relatively small. A cross-sectional research design was adopted, and data was collected using the key informant method from marketing managers using a semi-structured questionnaire. 37 commercial banks responded, and this led to a 95% response rate. Data analysis was done using simple regression analysis, and the regression results indicated that marketing agility explained 51.1 % of the variation in the marketing performance of commercial banks in Kenya. The regression coefficients also revealed that marketing agility had a positive and significant effect on Marketing performance (β = 0.668, t = 6.043, p = 0.000). These results led to the rejection of the study’s null hypothesis, which stated that marketing agility has no significant effect on the marketing performance of commercial banks in Kenya. Based on the results of the regression analysis, the study concluded that marketing agility has a positive and significant influence on the marketing performance of commercial banks in Kenya. The study recommended that marketing managers ensure that business firms have simplified organizational structures and processes that have short learning cycles as well as breaking down departmental barriers to enhance the firms’ ability to act faster and be more flexible in response to market changes. Management should also ensure that organizational resources are tied to overarching objectives instead of pre-planned activities. Management should develop a system that will ensure that it is possible to reallocate resources quickly within the firm so that they can move with speed in exploiting a marketing opportunity or avoiding a business threat. | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | East African Journal of Business and Economics | en_US |
| dc.subject | Marketing Agility, Marketing Performance, Commercial Banks, Kenya. | en_US |
| dc.title | Influence of Marketing Agility on Marketing Performance of Commercial Banks in Kenya | en_US |
| dc.type | Article | en_US |
