Social Impact Project Core Competencies and Competitive Advantage in Kenyan Counties

This study examines the influence of social impact project core competencies on organizational competitive advantage in selected Kenyan counties. Drawing on the Resource-Based View and Institutional Theory, the research employed a cross-sectional descriptive and correlational design with 215 respondents comprising county officials, Non-Governmental Organization (NGO) leaders, project managers, and community representatives from Kiambu, Kitui, Kajiado, and Nakuru counties. Findings reveal three key competency dimensions: leadership (M = 4.34), evaluation (M = 4.09), and technical (M = 4.03). Correlation analysis showed significant positive relationships between competencies and competitive advantage, with technical competencies demonstrating the strongest association (r = 0.607, p < .01). Regression analysis indicated that competencies collectively explain 43.4% of the variance in competitive advantage (R² = 0.434, F (3,211) = 53.872, p < .001), with technical competencies (β = 0.413, p < .001) and leadership competencies (β = 0.312, p < .001) being significant predictors. The study offers a practical strategic framework for strengthening competitive advantage through competency profiling and targeted capacity building in the social impact sector.