Organizational Intelligence and Innovation Performance of State Corporation in Kenya
Keywords:
Organizational intelligence, Innovation, Innovation performance, State corporationsAbstract
This study sought to examine the impact of organizational intelligence on innovation performance. Dynamic capability theory guided the study. Generally, public institutions enhance innovation performance by leveraging organization intelligence as a distinct capability, positioning them to achieve better performance amidst crises. Explanatory research design was employed to collect data from a target population of 2,506 senior managers from selected state cooperation in Nairobi County, Kenya. A sample of 350 was determined using Yamane’s (1967) formula, yielding 317 valid responses. Data was gathered through a structured questionnaire that underwent a pilot test. Both descriptive and inferential statistics were employed for data analysis. The results indicated a strong positive and significant relationship between organizational intelligence and innovation performance [r = 0.666, ρ < 0.01 (ρ = 0.000)]. Furthermore, organizational intelligence had a significant positive impact on innovation success (β = 0.593, ρ < 0.05 (p = 0.000)). The study concludes that innovation performance is influenced by organizational intelligence. Thus, organizational intelligence equips institutions with strategic insights necessary to innovate under resource-constrained environments.
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