Summary
Effects of Technology Integration in Supermarkets in Nairobi.
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Authors
Joy Mwendwa Chokera
Vivian Cherono
Doreen Mutegi
Abstract
Technology integration in procurement has become a cornerstone of organizational efficiency, yet supermarkets in Nairobi’s Central Business District (CBD) continue to face challenges that limit its effectiveness. Globally, e-procurement has enhanced transparency and reduced costs, but in Africa, implementation has been slowed by infrastructural, financial, and cultural barriers. In Kenya, despite reforms and policy frameworks, many supermarkets still rely on hybrid procurement systems, creating inefficiencies that necessitate an empirical investigation. The purpose of this study was therefore to examine the effect of technology integration on organizational performance in supermarkets within Nairobi CBD. The study was anchored on the Technology Acceptance Model (Davis, 1989) and the Resource-Based View (Barney, 1991), which explain the role of perceptions and organizational resources in technology adoption and performance. A descriptive research design was adopted targeting 180 procurement and management staff from five selected supermarkets. Stratified random sampling was used, and Yamane’s formula determined a sample of 160 respondents, comprising managers (20), procurement officers (40), procurement assistants (60), and clerks (40). Data was collected using structured questionnaires and analyzed using both descriptive and inferential statistics. Inferential analysis included correlation and regression, with diagnostic tests for normality, multicollinearity, and heteroscedasticity. Findings revealed a moderate positive correlation (r = 0.491, p = 0.000) between technology integration and organizational performance, and regression analysis showed that technology integration explained 24.1% of the variation in performance (R² = 0.241, F = 50.090, p < 0.05). The study concludes that technology integration significantly enhances efficiency, accountability, and competitiveness in supermarkets, though other factors also play a role. It recommends continuous staff training and capacity building, stronger managerial support and policy alignment, and adoption of scalable, cost-effective technologies to optimize procurement performance and organizational outcomes.