Competitive Aggressiveness and Its Role in The Growth of Public Transport Enterprises in Kenya

Authors

  • Eshiwani Martin Onyango Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya
  • Patrick Karanja Ngugi Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya
  • Samson Nyang’au Jomo Kenyatta University of Agriculture and Technology (JKUAT) Nairobi, Kenya

DOI:

https://doi.org/10.58229/jims.v2i2.266

Keywords:

Competitive Aggressiveness, Entrepreneurial Orientation, Growth of Enterprises, Public Transport

Abstract

This study investigates the influence of competitive aggressiveness on the growth of public transport enterprises in Kenya. Public transport enterprises significantly contribute to the national economy, yet they encounter numerous challenges in their operating environment, such as evolving policies, regulatory changes, taxation issues, poor infrastructure, and inconsistent law enforcement, all impacting growth. While competitive aggressiveness is often deemed crucial for entrepreneurial success, exploring its effects in the Kenyan public transport sector is limited. This study addresses this gap, grounded in the resource-based view (RBV) theory of competitiveness. Employing a descriptive-correlational research design, the study surveyed all 261 public transport enterprises operating in Nairobi County. Data were collected via questionnaires and analyzed using SPSS, applying descriptive and inferential statistical methods. Results indicate a significant positive effect of competitive aggressiveness on enterprise growth (β = 0.704; p < 0.05). The study concludes that low levels of competitive aggressiveness among public transport entrepreneurs limit sectoral growth. It recommends fostering a more aggressive competitive approach to support enterprise expansion within this critical sector.

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Published

2024-10-25

How to Cite

Onyango, E. M., Ngugi, P. K., & Nyang’au, S. (2024). Competitive Aggressiveness and Its Role in The Growth of Public Transport Enterprises in Kenya. Journal Integration of Management Studies, 2(2), 273–281. https://doi.org/10.58229/jims.v2i2.266

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