The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya

Samuel Kiguru; Wilberforce Senelwa; Agnes Njeru

doi:doi:10.11648/j.sjbm.20241204.15

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The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya

Samuel Kiguru^*, Wilberforce Senelwa, Agnes Njeru

Published in Science Journal of Business and Management (Volume 12, Issue 4)

Received: 30 October 2024 Accepted: 13 November 2024 Published: 23 December 2024

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Abstract

This study investigates the impact of proactiveness on the performance of textile-based manufacturing small and medium-sized enterprises (SMEs) in Kenya. With approximately 60.1% of the surveyed SMEs exhibiting moderate to high levels of proactiveness, the research employs regression analysis to assess the relationship between proactiveness and enterprise performance, measured through indicators such as sales turnover, profitability, and employee growth. The model demonstrates a strong fit, with an R-square value of 0.601, indicating that proactiveness explains 60.1% of the variance in SME performance. The ANOVA results confirm a significant relationship (F = 437.603, p < 0.05) between proactiveness and performance, reinforcing the hypothesis that a proactive approach is critical for enhancing business outcomes. Qualitative insights gathered from interviews reveal that proactive firms exhibit heightened market responsiveness, foster a culture of innovation, and engage in strategic networking, all contributing to superior performance metrics. Highly proactive SMEs reported average annual sales increases of 25% and profitability margins of 18%, significantly outperforming their less proactive counterparts. Despite these advantages, SMEs face barriers such as limited financial resources and inadequate market knowledge, which hinder their ability to capitalize on proactive initiatives. The findings underscore the importance of cultivating a proactive organizational culture within textile SMEs to drive competitiveness and sustained growth in a dynamic market environment. Recommendations for enhancing proactiveness include investing in employee training, facilitating access to financial support, and promoting networking opportunities within the textile industry. By addressing these challenges and fostering proactiveness, SMEs can better position themselves for success in an increasingly competitive landscape.

Published in	Science Journal of Business and Management (Volume 12, Issue 4)
DOI	10.11648/j.sjbm.20241204.15
Page(s)	113-127
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Proactiveness, Performance, Textile Firms

References

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APA Style

Kiguru, S., Senelwa, W., Njeru, A. (2024). The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya. Science Journal of Business and Management, 12(4), 113-127. https://doi.org/10.11648/j.sjbm.20241204.15

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ACS Style

Kiguru, S.; Senelwa, W.; Njeru, A. The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya. Sci. J. Bus. Manag. 2024, 12(4), 113-127. doi: 10.11648/j.sjbm.20241204.15

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AMA Style

Kiguru S, Senelwa W, Njeru A. The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya. Sci J Bus Manag. 2024;12(4):113-127. doi: 10.11648/j.sjbm.20241204.15

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@article{10.11648/j.sjbm.20241204.15,
  author = {Samuel Kiguru and Wilberforce Senelwa and Agnes Njeru},
  title = {The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya
},
  journal = {Science Journal of Business and Management},
  volume = {12},
  number = {4},
  pages = {113-127},
  doi = {10.11648/j.sjbm.20241204.15},
  url = {https://doi.org/10.11648/j.sjbm.20241204.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20241204.15},
  abstract = {This study investigates the impact of proactiveness on the performance of textile-based manufacturing small and medium-sized enterprises (SMEs) in Kenya. With approximately 60.1% of the surveyed SMEs exhibiting moderate to high levels of proactiveness, the research employs regression analysis to assess the relationship between proactiveness and enterprise performance, measured through indicators such as sales turnover, profitability, and employee growth. The model demonstrates a strong fit, with an R-square value of 0.601, indicating that proactiveness explains 60.1% of the variance in SME performance. The ANOVA results confirm a significant relationship (F = 437.603, p < 0.05) between proactiveness and performance, reinforcing the hypothesis that a proactive approach is critical for enhancing business outcomes. Qualitative insights gathered from interviews reveal that proactive firms exhibit heightened market responsiveness, foster a culture of innovation, and engage in strategic networking, all contributing to superior performance metrics. Highly proactive SMEs reported average annual sales increases of 25% and profitability margins of 18%, significantly outperforming their less proactive counterparts. Despite these advantages, SMEs face barriers such as limited financial resources and inadequate market knowledge, which hinder their ability to capitalize on proactive initiatives. The findings underscore the importance of cultivating a proactive organizational culture within textile SMEs to drive competitiveness and sustained growth in a dynamic market environment. Recommendations for enhancing proactiveness include investing in employee training, facilitating access to financial support, and promoting networking opportunities within the textile industry. By addressing these challenges and fostering proactiveness, SMEs can better position themselves for success in an increasingly competitive landscape.
},
 year = {2024}
}

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TY  - JOUR
T1  - The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya

AU  - Samuel Kiguru
AU  - Wilberforce Senelwa
AU  - Agnes Njeru
Y1  - 2024/12/23
PY  - 2024
N1  - https://doi.org/10.11648/j.sjbm.20241204.15
DO  - 10.11648/j.sjbm.20241204.15
T2  - Science Journal of Business and Management
JF  - Science Journal of Business and Management
JO  - Science Journal of Business and Management
SP  - 113
EP  - 127
PB  - Science Publishing Group
SN  - 2331-0634
UR  - https://doi.org/10.11648/j.sjbm.20241204.15
AB  - This study investigates the impact of proactiveness on the performance of textile-based manufacturing small and medium-sized enterprises (SMEs) in Kenya. With approximately 60.1% of the surveyed SMEs exhibiting moderate to high levels of proactiveness, the research employs regression analysis to assess the relationship between proactiveness and enterprise performance, measured through indicators such as sales turnover, profitability, and employee growth. The model demonstrates a strong fit, with an R-square value of 0.601, indicating that proactiveness explains 60.1% of the variance in SME performance. The ANOVA results confirm a significant relationship (F = 437.603, p < 0.05) between proactiveness and performance, reinforcing the hypothesis that a proactive approach is critical for enhancing business outcomes. Qualitative insights gathered from interviews reveal that proactive firms exhibit heightened market responsiveness, foster a culture of innovation, and engage in strategic networking, all contributing to superior performance metrics. Highly proactive SMEs reported average annual sales increases of 25% and profitability margins of 18%, significantly outperforming their less proactive counterparts. Despite these advantages, SMEs face barriers such as limited financial resources and inadequate market knowledge, which hinder their ability to capitalize on proactive initiatives. The findings underscore the importance of cultivating a proactive organizational culture within textile SMEs to drive competitiveness and sustained growth in a dynamic market environment. Recommendations for enhancing proactiveness include investing in employee training, facilitating access to financial support, and promoting networking opportunities within the textile industry. By addressing these challenges and fostering proactiveness, SMEs can better position themselves for success in an increasingly competitive landscape.

VL  - 12
IS  - 4
ER  -

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Author Information

Samuel Kiguru

School of Entrepreneurship, Procurement and Management, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

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Wilberforce Senelwa

School of Entrepreneurship, Procurement and Management, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

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Agnes Njeru

School of Entrepreneurship, Procurement and Management, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

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APA Style

Kiguru, S., Senelwa, W., Njeru, A. (2024). The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya. Science Journal of Business and Management, 12(4), 113-127. https://doi.org/10.11648/j.sjbm.20241204.15

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ACS Style

Kiguru, S.; Senelwa, W.; Njeru, A. The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya. Sci. J. Bus. Manag. 2024, 12(4), 113-127. doi: 10.11648/j.sjbm.20241204.15

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AMA Style

Kiguru S, Senelwa W, Njeru A. The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya. Sci J Bus Manag. 2024;12(4):113-127. doi: 10.11648/j.sjbm.20241204.15

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@article{10.11648/j.sjbm.20241204.15,
  author = {Samuel Kiguru and Wilberforce Senelwa and Agnes Njeru},
  title = {The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya
},
  journal = {Science Journal of Business and Management},
  volume = {12},
  number = {4},
  pages = {113-127},
  doi = {10.11648/j.sjbm.20241204.15},
  url = {https://doi.org/10.11648/j.sjbm.20241204.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20241204.15},
  abstract = {This study investigates the impact of proactiveness on the performance of textile-based manufacturing small and medium-sized enterprises (SMEs) in Kenya. With approximately 60.1% of the surveyed SMEs exhibiting moderate to high levels of proactiveness, the research employs regression analysis to assess the relationship between proactiveness and enterprise performance, measured through indicators such as sales turnover, profitability, and employee growth. The model demonstrates a strong fit, with an R-square value of 0.601, indicating that proactiveness explains 60.1% of the variance in SME performance. The ANOVA results confirm a significant relationship (F = 437.603, p < 0.05) between proactiveness and performance, reinforcing the hypothesis that a proactive approach is critical for enhancing business outcomes. Qualitative insights gathered from interviews reveal that proactive firms exhibit heightened market responsiveness, foster a culture of innovation, and engage in strategic networking, all contributing to superior performance metrics. Highly proactive SMEs reported average annual sales increases of 25% and profitability margins of 18%, significantly outperforming their less proactive counterparts. Despite these advantages, SMEs face barriers such as limited financial resources and inadequate market knowledge, which hinder their ability to capitalize on proactive initiatives. The findings underscore the importance of cultivating a proactive organizational culture within textile SMEs to drive competitiveness and sustained growth in a dynamic market environment. Recommendations for enhancing proactiveness include investing in employee training, facilitating access to financial support, and promoting networking opportunities within the textile industry. By addressing these challenges and fostering proactiveness, SMEs can better position themselves for success in an increasingly competitive landscape.
},
 year = {2024}
}

Copy | Download

TY  - JOUR
T1  - The Influence of Proactiveness on the Performance of Textile-Based Manufacturing Small Enterprises in Kenya

AU  - Samuel Kiguru
AU  - Wilberforce Senelwa
AU  - Agnes Njeru
Y1  - 2024/12/23
PY  - 2024
N1  - https://doi.org/10.11648/j.sjbm.20241204.15
DO  - 10.11648/j.sjbm.20241204.15
T2  - Science Journal of Business and Management
JF  - Science Journal of Business and Management
JO  - Science Journal of Business and Management
SP  - 113
EP  - 127
PB  - Science Publishing Group
SN  - 2331-0634
UR  - https://doi.org/10.11648/j.sjbm.20241204.15
AB  - This study investigates the impact of proactiveness on the performance of textile-based manufacturing small and medium-sized enterprises (SMEs) in Kenya. With approximately 60.1% of the surveyed SMEs exhibiting moderate to high levels of proactiveness, the research employs regression analysis to assess the relationship between proactiveness and enterprise performance, measured through indicators such as sales turnover, profitability, and employee growth. The model demonstrates a strong fit, with an R-square value of 0.601, indicating that proactiveness explains 60.1% of the variance in SME performance. The ANOVA results confirm a significant relationship (F = 437.603, p < 0.05) between proactiveness and performance, reinforcing the hypothesis that a proactive approach is critical for enhancing business outcomes. Qualitative insights gathered from interviews reveal that proactive firms exhibit heightened market responsiveness, foster a culture of innovation, and engage in strategic networking, all contributing to superior performance metrics. Highly proactive SMEs reported average annual sales increases of 25% and profitability margins of 18%, significantly outperforming their less proactive counterparts. Despite these advantages, SMEs face barriers such as limited financial resources and inadequate market knowledge, which hinder their ability to capitalize on proactive initiatives. The findings underscore the importance of cultivating a proactive organizational culture within textile SMEs to drive competitiveness and sustained growth in a dynamic market environment. Recommendations for enhancing proactiveness include investing in employee training, facilitating access to financial support, and promoting networking opportunities within the textile industry. By addressing these challenges and fostering proactiveness, SMEs can better position themselves for success in an increasingly competitive landscape.

VL  - 12
IS  - 4
ER  -

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