Article Per Year (5 Year)
p-Index From 2021 - 2026
0.444
P-Index
This Author published in this journals
All Journal SEISENSE Journal of Management
Lagat, Charles
Unknown Affiliation
Economics, Econometrics & Finance Social Sciences

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
Leapfrogging in Marketing: Empirical Analysis of Kenyan Mobile Phone Industry Chepkoech, Mae; Lagat, Charles; L. Frankwick, Gary
SEISENSE Journal of Management Vol. 4 No. 4 (2021): SEISENSE Journal of Management
Publisher : SEISENSE (PRIVATE) LIMITED

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33215/sjom.v4i4.665

Abstract

Purpose: This paper aims to analyze the concept of leapfrogging in the mobile phone industry in the Republic of Kenya. Design/Methodology: The study adopted a cross-sectional research design, stratified and simple random sampling techniques in collecting data from 349 respondents picked from a population of 15506 employees of three Cosmopolitan County Governments in Kenya. Findings: Outcome indicates that; perceived product quality and perceived switching cost positively and significantly influence intentions to Leapfrog. However, the urgency to replace does not influence choices to leapfrog. Originality/value: The study findings bring a new understanding of the determinants of consumer leapfrogging and their intentions to leapfrog in the mobile phone industry and highlight the role perceived product quality and switching cost play in determining intention leapfrog.
Organisational Commitment and Turnover Intentions: Does Self-Efficacy Matter? Opolot, Julius Samuel; Lagat, Charles; Kipsang, Stanley
SEISENSE Journal of Management Vol. 6 No. 1 (2023): SEISENSE Journal of Management
Publisher : SEISENSE (PRIVATE) LIMITED

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33215/t9rw2g07

Abstract

Purpose- This paper examined the relationship between organisational commitment, self-efficacy, and turnover intentions among academic staff in universities in Uganda, a developing nation.Design/Methodology- This research was undertaken via a cross-sectional research design to test the hypotheses using quantitative data collected from 574 academic staff at selected universities in Uganda. Hayes’s PROCESS macro (Version 4.2) was used to carry out a moderation analysis. Findings- The results indicate that interaction between self-efficacy and organisational commitment enhanced turnover intention. Academic staff with high levels of commitment, are less likely to engage in turnover behaviour at high levels of self-efficacy. Practical Implications- Drawing on empirical evidence, university managers seeking to improve staff retention need to adopt strategies that boost self-efficacy in order to instantly support organisational commitment. Adoption of participative work culture, equity, training, teamwork, and inclusiveness is an important signal and source of social information that the university values its employees and their stay.
Co-Authors Chepkoech, Mae Kipsang, Stanley L. Frankwick, Gary Opolot, Julius Samuel