Strategic Organizational Learning Capability and Sustainable Competitive Advantage of Seed Companies in Kenya

Abstract

The strategic capabilities and the sustainable competitive advantage have remained a central locus of academic discourse, though their comprehensive examination within the developing world, particularly in Kenya, in the area of seed industry has been noticeably limited. The objective of this study was to look into the influence of strategic organizational learning capability on the sustainable competitive advantage of seed companies in Kenya. The theories that supported the study were: organizational learning theory and dynamic capability theory. The research adopted a positivist approach because the role of the researcher was limited to data collection and interpretation in a manner which was observable and verifiable. The research used cross-sectional and descriptive designs where qualitative data was collected through reviewing of company manuals. A questionnaire was used to collect quantitative data from 76 private seed firms in Kenya, using stratified sampling technique, with 280 respondents from top management, finance, operations, and information communication technology departments. Data acquired through the administration of questionnaires was analyzed utilizing multiple regression analysis, and a rigorous assessment of hypotheses. The investigation yielded an array of insightful findings, notably, strategic organizational learning capability emerged as a pivotal determinant, displaying a robust and statistically significant positive relationship. The study concluded that strategic organizational learning capability indeed had a significant influence on the sustainable competitive advantage of seed companies in Kenya. The study stresses the importance of investing in and strengthening strategic organizational learning capability. Seed companies should therefore foster a culture of continuous learning, measure and assess learning outcomes, and promote sustainable competitive advantage.