Social Impact Project Core Competencies and Competitive Advantage in Kenyan Counties
Keywords:
Social Impact Project Competencies, Competitive Advantage, County Governments, Kenya, Resource-Based ViewAbstract
This study examines the influence of social impact project core competencies on organizational competitive advantage in selected Kenyan counties. Drawing on the Resource-Based View and Institutional Theory, the research employed a cross-sectional descriptive and correlational design with 215 respondents comprising county officials, Non-Governmental Organization (NGO) leaders, project managers, and community representatives from Kiambu, Kitui, Kajiado, and Nakuru counties. Findings reveal three key competency dimensions: leadership (M = 4.34), evaluation (M = 4.09), and technical (M = 4.03). Correlation analysis showed significant positive relationships between competencies and competitive advantage, with technical competencies demonstrating the strongest association (r = 0.607, p < .01). Regression analysis indicated that competencies collectively explain 43.4% of the variance in competitive advantage (R² = 0.434, F (3,211) = 53.872, p < .001), with technical competencies (β = 0.413, p < .001) and leadership competencies (β = 0.312, p < .001) being significant predictors. The study offers a practical strategic framework for strengthening competitive advantage through competency profiling and targeted capacity building in the social impact sector.
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Acknowledgement-Funding: This research was supported by United States International University-Africa Internal Research Fund.
Conflict of Interest: The author declares no conflict of interest.
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