The role of strategic capabilities on the relationship between supplier benchmarking and quality of health care services among private hospitals in Western Kenya

Titus Walumbe; Yusuf  Kibet; Christopher Ngacho

doi:10.51867/ajernet.6.3.56

Authors

Walumbe Titus PhD Student Kisii University, Kenya https://orcid.org/0009-0009-7379-3455
Dr. Yusuf Kibet Lecturer Moi University, Kenya https://orcid.org/0000-0001-9287-5653
Prof. Christopher Ngacho Lecturer Kisii University, Kenya https://orcid.org/0000-0001-8433-5307

DOI:

https://doi.org/10.51867/ajernet.6.3.56

Keywords:

Strategic Capabilities, Supplier Benchmarking, Private Hospitals, Quality of Health Care Services, Western Kenya

Abstract

Private hospitals adopt effective health care supply chain management practices (SCM) without exception to supplier benchmarking to promote their advancement of quality health care. In this regard, private hospitals manage their supply chain strategically to reduce cost of operation, improve service quality, improve patient safety and generate adequate revenue. However, there are mixed findings on the link between supply bench marking and quality of health care services which provided a gap for further interrogation. Therefore, the general objective of the study was to analyze the moderating role of strategic capabilities on the relationship between supplier bench marking and quality of health care services among private hospitals in Western Kenya. This study was premised on resource dependency and service quality theories. The study used the explanatory cross-sectional research design. A target population of 880 employees in private health hospitals in Western Kenya was adopted. The study determined the sample size of 335 respondents by use of Krejcie and Morgan 1970 formular and considered a non-response rate of 20%. The study used multistage sampling technique with questionaire to collect data. Quantitative data was analyzed using descriptive and inferential statistics through SPSS version 25.0 software. Regression analysis showed supplier benchmarking significantly predicts healthcare quality (B=0.726 p<0.001). Hierarchical regression revealed that adding strategic capabilities increased R² from 0.474 to 0.588, with strategic capability (B=0.191, p<0.01) and the interaction term (B=0.046, p<0.05) significantly moderating the relationship. The interaction effects demonstrate that strategic capabilities enhance the impact of supplier benchmarking on healthcare quality, confirming their moderating role in private hospitals in Western Kenya. In conclusion, this indirect and direct link highlights the importance of efficient, well-managed supply benchmarking in supporting and enhancing the overall quality of healthcare services. The study recommends that Private hospitals aiming to maintain competitiveness and deliver of high-quality healthcare services must enhance their supplier benchmarking practices by aligning them with strategic capability-oriented policies. This study provides an evidence-based framework linking supplier benchmarking and strategic capabilities in promoting the delivery of quality healthcare services.

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