Does External Environment Influence Organizational Performance? The Case of Kenyan State Corporations

Njoroge, JK; Ongeti, Walter; Kinuu, David; Kasomi, F. M.

doi:10.5430/mos.v3n3p41

Cited by 8 publications

(2 citation statements)

References 27 publications

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“…Internal factors (strengths, weaknesses) are used to test assets within an organization (Marić & Ilić, 2012). External factors are used (opportunities, threats) to investigate factors in the environment beyond the organizational control that affect organizational performance (Gürel & Tat, 2017), (Njoroge, Ongeti, Kinuu, & Kasomi, 2016). Information obtained can be integrated in different matrix combinations of the four factors in determining strategies for long-term progress (Yuksel & Dagdeviren, 2007;Živković, Nikolić, Djordjević, Mihajlović, & Savić, 2015).…”

Section: Swot Analysismentioning

confidence: 99%

Navy ability development strategy using SWOT analysis-interpretative structural modeling (ISM)

Kukuh¹,

Ciptomulyono

Putra³

et al. 2019

Strategic Management

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Indonesia as an archipelagic country has potential problems that pose a threat. This can be inferred because of the security lack and the sovereignty in the sea border area. The aim of the paper is to formulate a development strategy of posture capabilities of the Indonesian Navy to encounter security threats in the national territorial waters. In this research using the integration of SWOT analysis method and Interpretative Structural Modeling (ISM) in formulating strategies of Indonesian Navy posture capability development. The result of this paper Based on SWOT analysis, the total strategy that has been formulated is 10 (ten) sub strategies which determine the development of the Navy posture abilities. Based on ISM Method, it is evident that Increase of state budget percentage for the maritime sector in the development of Navy capability and other stakeholders as (ST)1 is a significant driver for the development of the strategy. Utilization of the abundant labor force in recruitment of Navy Personnel as (SO)2 is at level II; Build a strong foundation and infrastructure of information systems in the maritime territory to cope the cyber threats as (ST)3 and Cooperation with developed countries with technology transfer for military infrastructure development as (WT)2 are at level III; Negotiations with neighboring countries in trans-state sea border agreements as (ST)2 is at level IV; Establish an integrated task force with fellow stakeholders in maritime security as (WO)1 and Establish a task force to eradicate corruption and illegal levies on marine sector as (WO)2 are at level V; Utilization of marine resources to support renewable energy at sea, and open employment for the community as (SO)1 is at level VI. Equitable development of maritime infrastructure and connectivity in coastal and border areas as (WT)1 and The use of the country's active-free politics as a mediator for China and US hegemony in Asia Pacific as (SO)3 are at the top of the hierarchy models of structural modeling based on interpretation. The key strategy is an increase of state budget percentage for the maritime sector in the development of Navy ability.

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Section: Swot Analysismentioning

confidence: 99%

Navy ability development strategy using SWOT analysis-interpretative structural modeling (ISM)

Kukuh¹,

Ciptomulyono

Putra³

et al. 2019

Strategic Management

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“…Superior firm performance is a central theme in strategic management (Njoroge, Ongeti, Kinuu & Kasomi, 2016;Kimiti & Kilika, 2018;Echwa & Murigi, 2019) with good firm performance defining the very existence of a firm. Kiiru (2015) asserted that well performing firms play important roles for both individuals and national economy.…”

Section: Introductionmentioning

confidence: 99%

Nexus between Cost Leadership Strategy and Performance: Fact or Fallacy in Milk Processing Firms in Kenya

Kimiti¹,

Muathe²,

Murigi³

2020

IBR

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Milk processing firms as a constituent of the food processing sector play a crucial function both economically and nutritionally. However, performance in the industry continues to be impended by high costs leading to low profitability margins, decline in output and collapse of some firms while others show stunted growth. It is hypothesized that this situation can be remedied by pursuing cost leadership strategy through economies of scale, economies of scope and operational efficiency. Extant literature however is scanty on how this strategy is employed by milk processing firms in Kenya with studies done failing to focus on how the firms manage costs as a driver for better performance. This has made it difficult to determine whether the hypothesized effect is a fact or fallacy. This study thus was an investigation of the effect of cost leadership strategy on performance of milk processing firms in Kenya. It was anchored on the balanced scorecard model complemented by the resource based view and capability based view theories. The study empirically examined the relationship using data from milk processing firms in Kenya obtained from a sample of 168 key respondents. The findings showed that cost leadership strategy had a positive and significant effect on performance of milk processing firms in Kenya. The study recommends that milk processors improve their performance by cutting costs through measures to increase their scale of operations, expand into related business areas and improve operational processes. The government and other the regulatory bodies should implement corresponding supportive policies and reforms.

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Cost Leadership Strategy, Competitive Advantage, and Performance: A Cross-Sectional Study in the Context of Milk Processing Firms in Kenya

Kimiti

Muathe

Murigi

2020

ijmier

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Purpose of the study: Cost leadership strategy is driven by economies of scale, economies of scope, and operational efficiency is a remedy to a performance where firms are facing high costs. This study sought to investigate the influence of cost leadership strategy on the performance of milk processing firms in Kenya through the lens of competitive advantage as a mediator. Methodology: The study adopted descriptive and explanatory non-experimental research designs. It was a census of all 29 milk processing firms registered with Kenya Dairy Board as of June 2019. Sampling was done using proportionate stratified random sampling technique and data was collected using self-administered semi-structured questionnaires. The analysis was done using means, standard deviations, and regression. Main Findings: The findings showed that a cost leadership strategy had a positive and significant effect on the performance of milk processing firms in Kenya with a competitive advantage partially mediating the relationship. The constituent measures of cost leadership strategy namely economies of scale, economies of scope, and operational efficiency accounted for 40.1% of the variation in firm performance. Applications of this study: This study provides suggestions for firms to manage costs and therefore improve performance. This is by increasing the size of operations, expanding into related business areas, and improving operational processes. Novelty/originality of this study: The study examines the influence of cost leadership strategy in a new context of milk processing firms in Kenya. It also incorporates a competitive advantage as a significant variable affecting the relationship between costs and performance.

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Does External Environment Influence Organizational Performance? The Case of Kenyan State Corporations

Cited by 8 publications

References 27 publications

Navy ability development strategy using SWOT analysis-interpretative structural modeling (ISM)

Navy ability development strategy using SWOT analysis-interpretative structural modeling (ISM)

Nexus between Cost Leadership Strategy and Performance: Fact or Fallacy in Milk Processing Firms in Kenya

Cost Leadership Strategy, Competitive Advantage, and Performance: A Cross-Sectional Study in the Context of Milk Processing Firms in Kenya

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