Abstract:
This study examined the effect of collaboration mechanisms as a cognitive diversity management strategy on
organizational performance of Kenya Tea Development Agency (KTDA)-managed tea factories in Nyamira and Kisii
Counties, Kenya. The study was motivated by persistent performance variations among KTDA-managed factories
despite the strategic importance of tea to Kenya’s economy and rural livelihoods. Collaboration mechanisms were
conceptualized as organizational platforms, practices, and technologies that facilitate knowledge sharing,
interdepartmental coordination, problem-solving, and integration of diverse perspectives. The study was anchored on
the Resource-Based View and Dynamic Capabilities Theory, which explain how collaboration systems function as
strategic resources and adaptive capabilities that enhance organizational outcomes respectfully. A positivist philosophy
and descriptive survey design were adopted. The target population comprised 858 permanent employees across 14
KTDA-managed factories, from which a sample of 390 respondents was selected using stratified random sampling. A
total of 317 usable questionnaires were obtained, representing an effective response rate of 81.28%. Data were collected
using structured questionnaires and analysed using descriptive statistics, Chi-square tests, Pearson correlation, and
simple linear regression. Descriptive findings indicated strong adoption of collaboration mechanisms (mean = 4.07, SD
= 0.87) and moderately strong organizational performance (mean = 3.93). Correlation analysis revealed a positive and
statistically significant relationship between collaboration mechanisms and organizational performance (r = 0.498, p <
0.001). Regression results showed that collaboration mechanisms significantly explained 24.8% of the variation in
organizational performance (R² = 0.248), with the model being statistically significant (F(1,315) = 103.993, p < 0.001).
The findings further indicated that collaboration mechanisms had a positive and significant effect on performance of tea
factories (B = 0.492, β = 0.498, p < 0.001). The study concluded that collaboration mechanisms are a critical driver of
organizational performance and recommended strengthening of structured collaboration systems, digital platforms, and
stakeholder integration practices.
