This study describes cultural values and communication styles that are attributable to Kenyans and U.S. Americans. It examines how Kenyans and U.S. Americans experience these different cultural values and communication styles and how they contribute to intercultural misunderstanding and conflict while working together in an office setting. Ten Kenyans and ten U.S. Americans who work or worked together in Nairobi, Kenya were interviewed and surveyed. The goal of the study was to explore and identify the experiences of the participants relative to the following values: individualism and collectivism; power distance; time orientation; high and low context; and universalism and particularism. The methodology used for this study included phone interviews and an extensive survey, which provided anecdotal evidence on how individuals experience and interpret the differences in these values. The interpretation of the data offers insights into significant intercultural differences between these two groups. The need for effective intercultural communication is an everyday reality in Nairobi, whether at the office, in the market, or on the street. Recommendations are offered for both Kenyans and U.S. Americans to work through and manage the differences to enhance productivity and satisfaction in the workplace. Ultimately the findings from this study will facilitate a rich discussion for human resources and training departments of similar organizations whether in Kenya or elsewhere.

This study investigated the relationship between capital structure, performance and replacement of chief executive officer in firms listed on the Nairobi Securities Exchange (NSE). Data was collected from a sample of 37 firms listed on the NSE over a period of 23 years, from 1990 to 2012. The analysis was conducted at three stages. The canonical correlation technique was employed to investigate the bi-directional relationship between capital structure and performance and to select competing indicators of performance and capital structure. Second, the general linear model (GLM) procedure was used to test the effect of performance and ownership structure and to test the effect of capital structure and ownership structure. Lastly, the generalised estimating equation (GEE) was used to assess effects of performance, capital structure and ownership structure on change in CEO. The results revealed that a bidirectional relationship exists between capital structure and debt capital. The indicators found to be useful in examining the relationship between performance and capital structure are asset turnover ratio and total debt to the total asset ratio. The findings support the efficiency hypothesis but not the franchise hypothesis. The results also indicated that firms with a low asset turnover are with a low asset turnover are 3.045 times likely to change CEO compared to firms with a high asset turnover. The results also indicated that firms with high leverage (debt) are he results also indicated that firms with high leverage (debt) are 3.430 times likely to change CEO compared to firms in low leverage, while the firms with medium leverage are are are are 6.491 times likely to change CEO. Therefore managers should not be passive when it comes to choosing between equity and debt capital played a disciplinary role on firms listed on the NSE. / Business Management / DCom (Business Management)

This study investigated the relationship between capital structure, performance and replacement of chief executive officer in firms listed on the Nairobi Securities Exchange (NSE). Data was collected from a sample of 37 firms listed on the NSE over a period of 23 years, from 1990 to 2012. The analysis was conducted at three stages. The canonical correlation technique was employed to investigate the bi-directional relationship between capital structure and performance and to select competing indicators of performance and capital structure. Second, the general linear model (GLM) procedure was used to test the effect of performance and ownership structure and to test the effect of capital structure and ownership structure. Lastly, the generalised estimating equation (GEE) was used to assess effects of performance, capital structure and ownership structure on change in CEO. The results revealed that a bidirectional relationship exists between capital structure and debt capital. The indicators found to be useful in examining the relationship between performance and capital structure are asset turnover ratio and total debt to the total asset ratio. The findings support the efficiency hypothesis but not the franchise hypothesis. The results also indicated that firms with a low asset turnover are with a low asset turnover are 3.045 times likely to change CEO compared to firms with a high asset turnover. The results also indicated that firms with high leverage (debt) are he results also indicated that firms with high leverage (debt) are 3.430 times likely to change CEO compared to firms in low leverage, while the firms with medium leverage are are are are 6.491 times likely to change CEO. Therefore managers should not be passive when it comes to choosing between equity and debt capital played a disciplinary role on firms listed on the NSE. / Business Management / DCom (Business Management)

This study tests for the market efficiency of the Nairobi Securities Exchange (NSE) after the year 2000 to determine the effect of technological advancements on market efficiency. Data that is used is the NSE 20 share index over the period 2001 to 2015; and the NSE All Share Index (NSE ASI) from its initiation during 2008 to 2015. We cannot accept the Efficient Market Hypothesis (EMH) for the NSE using the serial correlation test, the unit root tests and the runs test. However, we can accept the EMH for the more robust variance ratio test. Overall, the results of the market efficiency are mixed. The most significant finding is that the efficiency of the NSE has increased since the year 2000 which suggests that advancements in technology have contributed to the increase in the market efficiency of the NSE. / Business Management / M. Com. (Business Management)