Corporate Strategy and Performance of Kenyan Companies
DOI:
https://doi.org/10.14738/abr.55.3104Abstract
The study examines the effect of corporate strategy on organizational performance. A structured questionnaire was used to collect data from 46 companies listed on the Nairobi Securities Exchange. Descriptive and inferential statistics were used to analyze the data. The study findings reveal that corporate strategy has significant effect on organizational performance. A theoretical and empirical implication of the study illustrate that the stakeholder theory is fully supported. Methodological implication shows that the validity and reliability tests carried out on the data collection instruments confirm that the instrument is sufficient to collect data from respondents. The researchers recommend future research on the individual corporate strategy constructs tested against the raw score of each of the seven performance indicators of Kenya’s publicly quoted companies.References
Andrews, K.R. (1971). The Concept of Strategy (New York: Dow Jones-Irwin,1971).
Ansoff, H. I. (1991). Critique of Henry Mintzberg’s. The design school: Reconsidering the basic Premises of the Strategic Management. Strategic Management Journal, 12(6), 449-461.
Aosa, E. (1992).An Empirical Investigation of Aspects of Strategy Formulation and Implementation within Large Private Manufacturing Firms in Kenya. Unpublished PhD. Thesis, University of Strathchlyde, Glasgow, Scotland.
Aosa, E. (2011). Strategic Management within Kenya Firms. DBA Africa Management Review, 1(1), 25-36.
Arasa, R. & K’Obonyo, P. (2012).The Relationship between Strategic Planning and Firm Performance. International Journal of Humanities and Social Science,2(2)
Awino, Z.B. (2011). An Empirical Investigation of selected strategy variables on firms Performance: A Study of supply chain management in Large Private Manufacturing Firms in Kenya. Prime Journals, 1(1), 9-18.
Bourgeois, L.J.III (1980). Strategy and Environment: A Conceptual Integration. Academy of Management Review, 5(1), 25-39.
Brunk, K.H. & Blumelhuber, C. (2011). Quantitative Insights into the formation of consumer’s company or brand perceptions, Journal of Business Research, 64 (2), 134-141.
Busienei, J. R. (2013).Business Strategy, Organizational Structure, Human Resource Orientation of Large Manufacturing Firms in Kenya. Unpublished Ph.D. Thesis. University of Nairobi.
Certo, S.C. & Peter, P.J. (1995). The Strategic Management Process. Chicago, Irwin.
Chakravarthy, B.S. (1997). A new strategy framework for coping with turbulence. Sloan Management Review, Winter, 69-82.
Chen, M.J. (2010). What is Strategic Management? Darden Business Publishing, University of Virginia.
Collins, D. J. & Rukstand, M. G. (2013). Can you say what you strategy is? Havard business Review on point, 28-30.
Combs, J.G., Crook, R.T., & Shook, C. L. (2005).The dimensionality of organizational performance and its implications for strategic management research. Research Methodology in Strategy and Management, 2, 259–286 th
Daft, R.L. (2013). Organization Theory and Design, 11 ed.Cincinati: Cencage.
David, F.R. (1997).Strategic Management. New Jersey, Prentice Hall.
Drucker, P. (1954). The practice of management. New York: Harper and Brothers st
Elkingtons J. (1997). Cannibals with Porks; The Triple Bottom Line of the 21 Century Business. Gabtiole Island: Capstone.
Grant, R.M. (2013). Contemporary Strategy Analysis John Wiley& Sons Ltd. W. Sussex, U.K.
Handerson, B.D. (1979). Understanding Corporate Strategy. Prentice Hall. nd
Hax, C. & Majluf, N.S.(1996).The Strategy Concept and Process: A pragmatic Approach. 2 Edition, N.J. Prentice Hall.
Hubbard, G. (2009). Measuring Organizational Performance Beyond Triple Bottom Line. Business Strategy and Environment, 19, 177-191.
Ireland, R. D., Hoskisson R. E. & Hit, M.A. (2013).The Management of Strategy Concepts and Cases. South Western, Cengage Learning, Canada.
Johnson, G. & Scholes, K. (1999). Exploring Corporate Strategy. 7th Edition, Hertfordshire, Prentice Hall.
Johnson, G., Scholes, K. & Whittington, R. (2008).Exploring Corporate Strategy. Prentice Hall.
Kaplan, R.S. & Norton, D.P. (1992). The balanced scorecard: Measures that Drive performance. Harvard Business Review, 70(1), 71-79.
Kinuu, D. (2014). Top Management Team Psychological Characteristics, Institutional Environment, Team Process and Performance of Companies Listed in Nairobi Securities Exchange. Unpublished PhD. Thesis. University of Nairobi.
Kotter, J. P. (1996). Leading Change. Boston Massachusetts, Harvard Business School Press.
Machuki, V.N. & K’Obonyo, P.O. (2011). Organizational Strategic Behaviour and Performance of Publicly Quoted companies in Kenya. Prime Journals: Business Administration and Management, 1(7) 219-232.
Machuki, V.N. & Aosa, E. (2011). The Influence of External Environment on the Performance of publicly quoted companies in Kenya: Administration and Management Journal, 1 (7), 205-218.
Machuki, V.N. (2011). External Environment Strategy Co-alignment firm level institutions and performance of publicity quoted companies in Kenya. Unpublished PhD. Thesis, University of Nairobi.
Miles, R. E. & Snow, C. C. (1986). Organizational Strategy, Structure, and Process. New York, McGraw-Hill.
Mintzberg, H. (1983). Structures in Firms: Designing Effective Organizations. Englewood Cliffs, NJ: Prentice Hall.
Mintzberg H., Alstrand B., & Lampel J. (1998). Strategy Safari: A Guided Tour through Wilds of Strategic Management. The Free Place New York, NY 10020.
Mintzberg, H. (2003).The Strategy Concept. The Strategy Concept: Five Ps for Strategy. California Management Review, 30(1).11-24.
Mkalama, R.N. (2014). Top Management Demographics, Strategic Decision Making, Macro-environment and Performance of Kenyan State Corporations. Unpublished PhD. Thesis, University of Nairobi.
Ombaka, B.E. (2014). Resources, External Environment, Innovation and Performance of Insurance Companies in Kenya. Unpublished PhD Thesis. University of Nairobi.
Ongeti, W.J. (2014).Organizational Resources, Corporate Governance Structures and Performance of Kenyan State Corporations. Unpublished PhD Thesis. University of Nairobi.
Nickell, S.J. (1996). Competition and Corporate Performance, Journal of political Economy, 104 (4), 724-746.
Parnell, J.A. (2013). Uncertainty, Generic Strategy, Strategic Clarity and Performance of Retail SME in Peru, Argentina, and the United States.
Pearce, J.A. & Robinson, R.B. (2007). The Five Competitive forces that shape Strategy. Harvard Business Review, January.
Pfeffer.J. (2013). Power, Capriciousness and Consequences. Harvard Business Review, June, 21-30.
Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York, Free press.
Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press
Porter, M. E. (1987). Corporate Strategy: The State of Strategic Thinking. The Economist. 303 (7499). 21-28.
Porter, M.E. (1996). What is Strategy? Harvard Business Review August – September, 58-79.
Schendel, D.E. Hofer, C.W. (1979). Research Needs and Issues in Strategic Management.
Stoner, C.R. (1983), Planning in Small Manufacturing Firms. Journal of Small Business Management, 1, 34-40.
Venkatraman, N. & Ramanujam, V. (1986). Measurement of business performance in strategy research: A Comparison of approaches. The Academy of Management Review, 11(4), 801-814.
Waweru, M.A. (2008). Competitive Strategy Implementation and its effect on large Private sector firms in Kenya. Unpublished PhD Thesis. University of Nairobi.
Weiss, A. R. & Birnbaum, P.H. (1989). Technological infrastructure and the implementation of technological strategies. Management Science, 35 (8), 1014-1026.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2017 Archives of Business Research

This work is licensed under a Creative Commons Attribution 4.0 International License.