OPERATIONAL EFFICIENCY STRATEGIES AND OPERATIONAL PERFORMANCE IN KENYA'S AVIATION INDUSTRY: THE MEDIATING ROLE OF SERVICE QUALITY

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  • Loise Wangari Ng'ang'a Department of Business Management, School of Business, KCA University, Kenya
  • Ibrahim Tirimba Ondabu PhD, Department of Accounting & Finance, School of Business, KCA University, Kenya

DOI:

https://doi.org/10.46827/ejefr.v10i5.2280

Klíčová slova:

operational efficiency strategies, service quality, operational performance, aviation industry

Abstrakt

Operational performance is a key indicator of efficiency and competitiveness in the aviation industry. It is commonly measured using indicators such as on-time performance, aircraft utilization, load factors, fuel efficiency, and operational disruptions. The general objective of the study was to determine the effect of operational efficiency strategies on operational performance in Kenya's aviation industry. Specifically, the study examined the effect of strategic fleet management, digital technology integration in operations, turnaround time optimization, and competency alignment on operational performance. In addition, the study assessed the mediating effect of service quality on the relationship between operational efficiency strategies and operational performance. The study was anchored on the Resource-Based View Theory, Dynamic Capabilities Theory, and Service Quality Theory and adopted an explanatory research design. The target population comprised 320 employees in Kenya's aviation industry working in the Operations Management, Engineering, Human Resource, and Training departments. A sample of 178 respondents was selected using stratified random sampling to ensure proportional representation across departments. Primary data were collected using structured questionnaires. A pilot study involving 18 respondents (10% of the sample) was conducted to test reliability, with Cronbach's Alpha used to assess internal consistency, while validity was determined using the Content Validity Index. Data were coded and analyzed using the Statistical Package for Social Sciences (SPSS). Both descriptive and inferential statistics were applied, including means, standard deviations, and correlation analysis to test relationships and mediation effects. The findings showed that strategic fleet management (β = 0.50, p < 0.005) and turnaround time optimization (β = 0.53, p < 0.005) significantly enhanced operational performance, while digital technology integration had a significant negative effect (β = -0.24, p = 0.05), indicating possible implementation challenges. Service quality significantly mediated the relationship between operational efficiency strategies and operational performance (β = 0.0318, p = 0.0478), strengthening these effects. Overall, operational efficiency strategies improved performance, with service quality playing a reinforcing role. The study recommended investment in fleet systems, turnaround optimization, effective digital technology adoption, staff training, and continuous service quality improvement to enhance operational efficiency in Kenya's aviation industry.

JEL: L93, M11, L25

Biografie autora

  • Loise Wangari Ng'ang'a, Department of Business Management, School of Business, KCA University, Kenya

    Loise Wangari Ng'ang'a holds a Master of Business Administration Degree from KCA University and serves as the ICT professional specializing in system administration, network support, and IT security, with proven experience maintaining and enhancing the performance of operating systems, software applications, and hardware infrastructure. Skilled in troubleshooting complex system, network, and hardware issues and implementing effective solutions that minimize downtime and ensure seamless operations. Experienced in maintaining accurate system documentation and ensuring compliance with ICT standards and policies. Dedicated to supporting organizational goals by delivering secure, scalable, and high-availability systems that strengthen overall ICT operations.

    Email: lnganga2017@gmail.com

    ORCID: https://orcid.org/0009-0001-1019-9434

  • Ibrahim Tirimba Ondabu, PhD, Department of Accounting & Finance, School of Business, KCA University, Kenya

    CFC Dr. Ibrahim Tirimba Ondabu is a distinguished scholar and academic leader with extensive experience in higher education, research, and university management. He has made significant contributions to teaching, postgraduate supervision, curriculum development, and institutional leadership. Over the years, he has served in various senior academic and administrative roles, championing excellence in business and accounting education. His scholarly work, professional expertise, and commitment to mentorship have played a key role in shaping graduates and advancing knowledge in finance, accounting, and management. He is widely recognized for his dedication to academic quality, research, and professional development.

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Stažení

Publikováno

2026-07-29

Číslo

Vol 10 No 5 (2026)

Sekce

Articles