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All Journal International Journal of Business and Quality Research International Journal of Economics, Business and Innovation Research
Ajai Prakash
Faculty of Managment Studies, University of Lucknow, India
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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Leveraging Dynamic Capabilities For Strategic Alignment Of Csr Initiatives With SDGS: A Conceptual Framework Brian Hamisi Kitsao; Ajai Prakash
International Journal of Business and Quality Research Vol. 3 No. 02 (2025): April - June, International Journal of Business and Quality Research (IJBQR)
Publisher : Citakonsultindo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63922/ijbqr.v3i02.1672

Abstract

Corporate Social Responsibility (CSR) has transitioned from merely being charity focused towards the incorporation of strategic practices that aid in impacting society in a more sustainable manner. United Nations set up SDGs in 2015 which have since then become a universal standard that organizations use to align with socio-economic objectives in general. For an efficient alignment of SDGs with CSR, a dynamic approach is needed to adapt to changes in the business environment. CSR keeps on changing with evolving social, environmental and market conditions. Since various factors define CSR in today’s world, it is imperative that organizations incorporate efficient strategies to have a long-lasting difference. This paper presents a conceptual framework that leverages dynamic capabilities to facilitate the strategic alignment of CSR initiatives with the SDGs. The focus is on how dynamic capabilities (DCs) can be applied when linking CSR and SDGs. This provides a good model that strategists and policy makers can leverage to improve the impact of CSR initiatives to enhance sustainability as envisaged in the SDGs. This way, businesses can attain their working goals and objectives and also contribute in positively impacting society to achieving the SDGs.
Influence of Risk Response Strategies on Construction Project Performance: Evidence from Embu County, Kenya Brian Hamisi Kitsao; Boniface Wambua Mbuvi; Ajai Prakash
International Journal of Economics, Business and Innovation Research Vol. 5 No. 03 (2026): International Journal of Economics, Business and Innovation Research( IJEBIR)
Publisher : Cita konsultindo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63922/ijebir.v5i03.3027

Abstract

Risk response strategies have become very crucial in the performance and success of any construction project. Construction is a very key sector in Kenya. The sector accounts for about 7% of the Gross Domestic Product (GDP) of Kenya and employs about 1.5 million workers annually. Performance of the sector in Embu County and the country as a whole has been very poor with more than 70% of the constructions undertakings being delayed in one way or the other thus the need to examine the risk control strategies practiced in construction undertakings. The study mainly aimed at analyzing the impact of risk control strategies on the performance of construction projects within Embu County in Kenya. The research design used was Descriptive. The study sample included 288 construction staff from 204 construction sites. A questionnaire was employed as a tool for data collection. Analysis of data was done by means and standard deviation. Meanwhile the analysis done on the relation between the projects’ outcomes and the predictor variables involved multiple regression analysis. Correlation analysis’ findings indicated that risk response showed a statistically significant and a positive correlation to construction projects’ performance(r=0.767, p=0.001<0.05). Regression analysis further showed risk response had a strong, significant and positive impact in predicting performance of construction projects (β = 0.212 p=0.001 < 0.05). The study provides a geographically specific knowledge and situates the findings on a unique context of Embu County – Kenya - thereby filling the gap between international theories of risk management and local realities of a project in the sub-Saharan Africa.
Co-Authors Boniface Wambua Mbuvi Brian Hamisi Kitsao Brian Hamisi Kitsao