COLLABORATIVE ORIENTATION PRACTICES AND PERFORMANCE OF SOCIAL ENTERPRISES IN RWANDA: A CASE OF AEGIS TRUST

Abstract

  The study aimed to investigate the impact of collaborative orientation practices on the performance of social enterprises in Rwanda. Specific objectives included assessing the effects of training and development, recognition, effective communication, and leadership support on performance. The study utilized Resource Dependency, Institutional, Social Network, and Social Capital Theories and employed both qualitative and quantitative methods. Conducted with 106 employees from Aegis Trust, a sample of 83 respondents participated. Data was collected using questionnaires and analyzed with SPSS version 25. Results showed that leadership support (β = 0.317, p = 0.009) and recognition (β = 0.220, p = 0.042) positively influenced performance, while training and development showed a positive trend (β = 0.204, p = 0.063) but were not statistically significant. Effective communication had no significant impact (β = 0.070, p = 0.560). The study recommends prioritizing leadership support and recognition strategies to enhance organizational performance.