| dc.description.abstract | The study examined how transformation strategies affected the performance of deposit-taking SACCOs (DT-SACCOs) in Meru County, Kenya, amid rising cases of fraud and irregular account activities often attributed to poor recruitment and staff vetting. Specifically, the research investigated the influence of industry evolution, technological change, and organizational culture on SACCO performance. Descriptive research design was used, targeting 10 registered DT-SACCOs. The respondents were 10 branch managers, 10 operations managers, 196 staff. The study was guided by resource-based view theory, human capital theory, and two-factor theory. Data was collected from 10 branch managers, 10 operations managers, and 168 staff across operations, marketing, and customer care departments. Managers were selected through purposive sampling, while other employees were chosen randomly. Interviews were conducted with managers, and structured questionnaires were administered to other staff. A pre-test was carried out in Isiolo County’s Unison DT-SACCO. Data analysis involved descriptive statistics and inferential tests such as Pearson correlation, ANOVA, and regression. The findings showed that industry evolution, technology, and organizational culture significantly influenced SACCO performance. The correlation for operational transformation, was 0.815 at α <0.010; industry evolution was 0.459 at α <0.030; technological change was 0.587 at α < 0.000; organizational culture was 0.317 at α <0.020. The study concluded that centralized decision-making was found to delay operations, highlighting a need for policy-driven decentralization. Limited staff involvement in industry changes hindered responsive, customer-focused leadership. Technological change was challenged by cyber threats, underfunding, and lack of skilled personnel, while organizational culture suffered from ineffective conflict resolution and poor internal relationships. The study recommends empowering lower management levels through decentralized authority, improving staff communication on sector changes, strengthening cybersecurity measures, and enhancing ICT recruitment and infrastructure. Additionally, fostering a customer-centric culture and improving internal harmony could significantly boost performance outcomes. Future studies should consider transformational strategies in non-deposit-taking SACCOs. | en_US |
