Effect of Collaboration Mechanisms on Organizational Performance of KTDA-Managed Tea Factories in Nyamira and Kisii Counties, Kenya

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.