BUSINESS REBRANDING AND ORGANIZATIONAL PERFORMANCE OF SAVINGS AND CREDIT CO-OPERATIVE SOCIETIES IN THE SOUTH RIFT REGION, KENYA
BUSINESS REBRANDING AND ORGANIZATIONAL PERFORMANCE OF SAVINGS AND CREDIT CO-OPERATIVE SOCIETIES IN THE SOUTH RIFT REGION, KENYA
Kiptum Kangogo Jonathan - Department of Business Administration, Egerton University, Kenya
Dr. Amos Ayuo (PhD) - Department of Business Administration, Egerton University, Kenya
ABSTRACT
Organizational performance is the accumulated end result of all the work processes, activities, and approaches that enable an organization to achieve the intended goals. Today, many organizations have realized the need to improve the way they conduct their businesses in order to enhance organizational performance. This need is one of the motivators for the adoption of business strategies such as business rebranding in Deposit-taking SACCOs (DTSs). However, adequate studies have not examined the relationship between business rebranding and organizational performance. Therefore, the paper examined the relationship between business rebranding and the organizational performance of DTSs in the South Rift Region, Kenya. The paper was guided by the force-field analysis theory and was based on a correlation research design. Primary data was collected using questionnaires and analyzed using percentages, means, standard deviation, Pearson’s moment product correlation analysis, and simple regression analysis. Business rebranding strategy was found to be positively related to the organizational performance of DTSs in the South Rift Region. Hence, the DTSs that rebranded their logos, names, missions, and visions were likely to achieve enhanced performance.
