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Eltigani Ali

Pan Africa Christian University, Organizational Leadership, Graduate Student

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Task-focused, goal-driven, result-oriented Economist. Skilled in management, business development, deal structuring, and business strategy. Vast business knowledge across Africa. Influential and multilingual communicator.
Phone: 254728864922
Address: Lavington, Nairobi, Kenya

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Graduate Institute of International and Development Studies (IHEID), Geneva

Oludamini Ogunnaike

University of Virginia

Armando Marques-Guedes

UNL - New University of Lisbon

York University

Eugénio Costa Almeida

ISCTE - University Institute of Lisbon (ISCTE-IUL)

University of Oxford

Nigerian Institute of Advanced Legal Studies

Paulo Adão Pereira dos Santos

Universidade Agostinho Neto

University of East London

Gwen Robbins Schug

University of North Carolina at Greensboro

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Papers by Eltigani Ali

Progressive Convergent Definition and Conceptualization of Organizational Resilience: A Model Development 3

Finance & Banking Studies

Definition, Operationalisation, and Measurement of Leadership Strategy: Application in the Banking Sector in Kenya

Progressive Convergent Definition and Conceptualization of Organizational Resilience: A Model Development 3

Finance & Banking Studies

This paper aimed to deepen the sense-making of organisational transformation in the banking secto... more This paper aimed to deepen the sense-making of organisational transformation in the banking sector through operationalisation of leadership strategy as the set of policy actions and strategic pursuits. The qualitative data were collected from cumulative 96 annual corporate disclosures of the 12 banks listed in the Nairobi Securities Exchange as of the year 2020 covering 2007 to 2020 and corresponding to specific systemic disruptive events. Data were analysed using thematic content analysis. Two research questions were answered. First, what leadership strategy set do bank executives deploy to achieve organisational transformation? Second, what mechanism explains how leadership strategy translate into organisational transformation? The study found that activation of leadership strategy as an input factor provided a mural for its advancement as a policy tool that can be evaluated in organisational transformation as a manifest output. The study identified a gap in the extant literature that organisational resilience paid limited attention to policy choices and actions deployed to orchestrate organisational transformation as a distinct feature.

Strategy-induced organisational resilience through dynamic resource orchestration: Perspectives of former Kenyan bankers

Dynamic Capabilities View (DCV) has an illustrious history of shaping strategic management thinki... more Dynamic Capabilities View (DCV) has an illustrious history of shaping strategic management thinking. However, with the increased frequency of systemic disruption episodes, alternative postulations emerge that promise a more robust explanation for organisational sustainability. The Dynamic Resource Orchestration View (DROV) is the latest evolution in theory development, extending the Dynamic Resource-Based View (DRBV). As a framework, it elevates leadership strategy as a superordinate resource, with dynamic resource orchestration, rather than resource base, as the differentiating factor that sets resilient organisations apart in systemic disruptions. The present study utilised the lenses of DROV to mine the perspectives of 13 Kenyan ex-bankers on dynamic resource orchestration at the intersection of strategy-induced organisational resilience. The results provided empirical validation of the robustness of DROV in explaining strategy-induced organisational resilience, with dynamic resource orchestration as a source of differentiation for sustainable competitive advantage (SCA). The study has effectively contributed to strategic management scholarship by underscoring the critical role of leadership strategy, decisions and actions in the organisational resilience-SCA equation. It has also highlighted the attributes that characterise highresilience organisations (prospering or capitalising organisations), moderate-resilience organisations (surviving organisations) and low-resilience organisations (struggling organisations). A conceptual illustration for deepening research on the novelty, dimensionality and utility of DROV is provided.

The conceptualization of dynamic resource orchestration framework as an anchor for organizational resilience

The objective of this paper was to present dynamic resource orchestration framework as a source o... more The objective of this paper was to present dynamic resource orchestration framework as a source of organizational resilience through blended orchestration of the firm's dynamic and static resources to generate sustained value during disruptive shocks. We adopted an integrative literature review methodology and proposed dynamic resource orchestration framework as a managerial option to create and sustain firm value. Conceptually, dynamic resource orchestration framework was presented as the integration of firm resources and managerial capability. We proposed dynamic resource orchestration as a model input impacting organizational resilience through the combined effects of resource accumulation, resource orchestration, and managerial capabilities. Through a thorough examination of the literature production anchored on dynamic capabilities framework and organizational resilience, we advanced a perspective that the ultimate source of combined firm resilience and sustainable competitive advantage does not necessarily accrue from the resources at a firm's disposal but by how management dynamically blends and orchestrates the existing resources, thereby creating an optimal source of capability. Our proposed conceptualization was based on the assumption that dynamic capabilities are part of firm resources and, therefore, strategic orchestration of dynamic capabilities leads to superior firm resourcefulness and consequential sustained resilience. We identified gaps and proposed direction for future research.

Leadership and organizational distress: Review of literature

International Journal of Research in Business and Social Science

The financial system in any country plays a critical role in facilitating payment and providing p... more The financial system in any country plays a critical role in facilitating payment and providing policy and performance anchors to the economy. Therefore, systemic financial distress manifests in industrylevel financial distress by front-hitting the financial system first. Financial organizations' failure triggers a domino effect on the whole ecosystem, and therefore financial institutions enjoy various layers of protection when their operations show signs of distress. Several financial industry players worldwide have experienced financial distress in one form or another during episodes of systemic crisis such as the 2008 international financial crisis. Although the distress might not have necessarily led to bankruptcy or liquidation in some cases, it left several questions unanswered, particularly with respect to a leadership role, ecosystem contingencies, and the recovery mechanism. This study scanned recent extant literature on organizational financial distress and identified essential gaps for future research. The study provided a holistic review of antecedents, outcomes, and intra-industry characteristics of financial distress. The study found that the leadership role as an orchestrative agent in an organizational ecosystem has not been adequately addressed in the extant literature. The study contributes to the literature by clarifying leadership aspects of systemic financial distress by placing leadership within the core of the financial ecosystem before, during, and after distress. Outcomes and recommendations for future research are proposed.

AN EMPIRICAL ASSESSMENT OF ADOPTION AND INNOVATION OF THE PORTABLE BANKING TECHNOLOGY IN KENYA

An empirical assessment of adoption and innovation of the portable banking technology in Kenya, 2021

The study investigated the appropriateness of innovation diffusion in understanding and explainin... more The study investigated the appropriateness of innovation diffusion in understanding and explaining the adoption rate and acceptability of portable bank technology in Kenya through the assessment of the factors that influence the adoption of portable banking technology. The study employed a sample of 115 portable bank technology adopters based on a purposive sampling technique and tested the five attributes of innovations, namely relative advantage, compatibility, complexity, trialability, and observability. The study found that relative advantage, compatibility, Trialability, and observability positively impact adoption. Trialability and complexity were found to have a lesser significant effect on adoption. Complexity hurts adoption. More specifically, the regression model revealed that compatibility is the most significant determinant of adopting portable bank technology with t=4.21 and p ≤ 0.001. Trialability has a significant positive impact on adoption with t= 4.27 and p ≤ 0.001. Observability has a high explanatory value with t = 4.45 and p ≤ 0.001. Relative advantage has returned a positive explanatory coefficient at t=4.50 and p ≤ 0.001. Finally, Complexity had no significant impact on the adoption of portable banking technology. The study has uncovered useful trends in portable bank technology adoption in Kenya. The study recommended that future research should focus on broader variables and carry out comparative studies on both homogeneous and heterogeneous settings to gauge the net effect of technical attributes on technology adoption.

Progressive Convergent Definition and Conceptualization of Organizational Resilience: A Model Development 3

Finance & Banking Studies

Definition, Operationalisation, and Measurement of Leadership Strategy: Application in the Banking Sector in Kenya

Progressive Convergent Definition and Conceptualization of Organizational Resilience: A Model Development 3

Finance & Banking Studies

This paper aimed to deepen the sense-making of organisational transformation in the banking secto... more This paper aimed to deepen the sense-making of organisational transformation in the banking sector through operationalisation of leadership strategy as the set of policy actions and strategic pursuits. The qualitative data were collected from cumulative 96 annual corporate disclosures of the 12 banks listed in the Nairobi Securities Exchange as of the year 2020 covering 2007 to 2020 and corresponding to specific systemic disruptive events. Data were analysed using thematic content analysis. Two research questions were answered. First, what leadership strategy set do bank executives deploy to achieve organisational transformation? Second, what mechanism explains how leadership strategy translate into organisational transformation? The study found that activation of leadership strategy as an input factor provided a mural for its advancement as a policy tool that can be evaluated in organisational transformation as a manifest output. The study identified a gap in the extant literature that organisational resilience paid limited attention to policy choices and actions deployed to orchestrate organisational transformation as a distinct feature.

Strategy-induced organisational resilience through dynamic resource orchestration: Perspectives of former Kenyan bankers

Dynamic Capabilities View (DCV) has an illustrious history of shaping strategic management thinki... more Dynamic Capabilities View (DCV) has an illustrious history of shaping strategic management thinking. However, with the increased frequency of systemic disruption episodes, alternative postulations emerge that promise a more robust explanation for organisational sustainability. The Dynamic Resource Orchestration View (DROV) is the latest evolution in theory development, extending the Dynamic Resource-Based View (DRBV). As a framework, it elevates leadership strategy as a superordinate resource, with dynamic resource orchestration, rather than resource base, as the differentiating factor that sets resilient organisations apart in systemic disruptions. The present study utilised the lenses of DROV to mine the perspectives of 13 Kenyan ex-bankers on dynamic resource orchestration at the intersection of strategy-induced organisational resilience. The results provided empirical validation of the robustness of DROV in explaining strategy-induced organisational resilience, with dynamic resource orchestration as a source of differentiation for sustainable competitive advantage (SCA). The study has effectively contributed to strategic management scholarship by underscoring the critical role of leadership strategy, decisions and actions in the organisational resilience-SCA equation. It has also highlighted the attributes that characterise highresilience organisations (prospering or capitalising organisations), moderate-resilience organisations (surviving organisations) and low-resilience organisations (struggling organisations). A conceptual illustration for deepening research on the novelty, dimensionality and utility of DROV is provided.

The conceptualization of dynamic resource orchestration framework as an anchor for organizational resilience

The objective of this paper was to present dynamic resource orchestration framework as a source o... more The objective of this paper was to present dynamic resource orchestration framework as a source of organizational resilience through blended orchestration of the firm's dynamic and static resources to generate sustained value during disruptive shocks. We adopted an integrative literature review methodology and proposed dynamic resource orchestration framework as a managerial option to create and sustain firm value. Conceptually, dynamic resource orchestration framework was presented as the integration of firm resources and managerial capability. We proposed dynamic resource orchestration as a model input impacting organizational resilience through the combined effects of resource accumulation, resource orchestration, and managerial capabilities. Through a thorough examination of the literature production anchored on dynamic capabilities framework and organizational resilience, we advanced a perspective that the ultimate source of combined firm resilience and sustainable competitive advantage does not necessarily accrue from the resources at a firm's disposal but by how management dynamically blends and orchestrates the existing resources, thereby creating an optimal source of capability. Our proposed conceptualization was based on the assumption that dynamic capabilities are part of firm resources and, therefore, strategic orchestration of dynamic capabilities leads to superior firm resourcefulness and consequential sustained resilience. We identified gaps and proposed direction for future research.

Leadership and organizational distress: Review of literature

International Journal of Research in Business and Social Science

The financial system in any country plays a critical role in facilitating payment and providing p... more The financial system in any country plays a critical role in facilitating payment and providing policy and performance anchors to the economy. Therefore, systemic financial distress manifests in industrylevel financial distress by front-hitting the financial system first. Financial organizations' failure triggers a domino effect on the whole ecosystem, and therefore financial institutions enjoy various layers of protection when their operations show signs of distress. Several financial industry players worldwide have experienced financial distress in one form or another during episodes of systemic crisis such as the 2008 international financial crisis. Although the distress might not have necessarily led to bankruptcy or liquidation in some cases, it left several questions unanswered, particularly with respect to a leadership role, ecosystem contingencies, and the recovery mechanism. This study scanned recent extant literature on organizational financial distress and identified essential gaps for future research. The study provided a holistic review of antecedents, outcomes, and intra-industry characteristics of financial distress. The study found that the leadership role as an orchestrative agent in an organizational ecosystem has not been adequately addressed in the extant literature. The study contributes to the literature by clarifying leadership aspects of systemic financial distress by placing leadership within the core of the financial ecosystem before, during, and after distress. Outcomes and recommendations for future research are proposed.

AN EMPIRICAL ASSESSMENT OF ADOPTION AND INNOVATION OF THE PORTABLE BANKING TECHNOLOGY IN KENYA

An empirical assessment of adoption and innovation of the portable banking technology in Kenya, 2021

The study investigated the appropriateness of innovation diffusion in understanding and explainin... more The study investigated the appropriateness of innovation diffusion in understanding and explaining the adoption rate and acceptability of portable bank technology in Kenya through the assessment of the factors that influence the adoption of portable banking technology. The study employed a sample of 115 portable bank technology adopters based on a purposive sampling technique and tested the five attributes of innovations, namely relative advantage, compatibility, complexity, trialability, and observability. The study found that relative advantage, compatibility, Trialability, and observability positively impact adoption. Trialability and complexity were found to have a lesser significant effect on adoption. Complexity hurts adoption. More specifically, the regression model revealed that compatibility is the most significant determinant of adopting portable bank technology with t=4.21 and p ≤ 0.001. Trialability has a significant positive impact on adoption with t= 4.27 and p ≤ 0.001. Observability has a high explanatory value with t = 4.45 and p ≤ 0.001. Relative advantage has returned a positive explanatory coefficient at t=4.50 and p ≤ 0.001. Finally, Complexity had no significant impact on the adoption of portable banking technology. The study has uncovered useful trends in portable bank technology adoption in Kenya. The study recommended that future research should focus on broader variables and carry out comparative studies on both homogeneous and heterogeneous settings to gauge the net effect of technical attributes on technology adoption.