Effect of Strategic Intent on Performance of Small and Medium Scale Printing Press Firms in Abuja, Nigeria

Eze, Felicia; Akyuz, Murat; Isaac, Opusunju Michael

doi:10.38157/entrepreneurship-review.v1i2.166

Cited by 3 publications

(3 citation statements)

References 7 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Although the study (Worthington and Patton, 2005) demonstrated the value of SI in establishing green management in small and medium-sized businesses with two aspects (deduction and response). A study (Owens and Khazanchi, 2021) took (SI) dimensions from the perspective of implementation, initiative and foresight and fully agrees with the study (Mburu and Thou, 2015) focusing on the dimensions that were identified according to the model (Hamel and Prahalad, 1989) as well as a study (Glaa, 2021) (Lassas, 2021) (Obonyo, 2020) (Eze et al , 2020) (Gabow and Kinyua, 2018), which focused on the same dimensions adopted in our current study and applied in different environments. The studies (Odita and Bello, 2015) and (Oriesek and Schwarz, 2021) rely on the fact that (SI) is linked to the future and as a result it is linked to the organization's mission, future vision, and expected outcomes.…”

Section: Theoretical Background and Hypotheses Formulationsupporting

confidence: 59%

Evaluating the dimensions of strategic intent according to the Hamel and Prahalad model/a case study in Oil Projects SCOP Company

Danook

Al.obaidy²

2022

NBRI

View full text Add to dashboard Cite

Purpose The purpose of this study is to examine the dimensions of strategic intent (SI; see Appendix 1) according to the Hamel and Prahalad model as a building for the future, relying on today’s knowledge-based and proactive strategic directions of management as long-term and deep-perspective creative directions, objective vision and rational analysis, integrative in work, survival structure and comprehensiveness in perception. Design/methodology/approach The quantitative approach was used based on research, detection and proof, as data were collected from leaders amounting to 70 respondents and analyzed in the SPSS program and ant colony optimization (see Appendix 1) algorithm and interpretation of the results. Findings It was found that the SI dimensions are poorly available due to problems related to foresight, capabilities and the strategic structure that represents the head of strategic objectives. Practical implications The empirical evaluation view of the study is valuable for leaders to draw a future strategy of advantage for organizations in developing countries to enrich their core capabilities by activating the SI dimensions. Originality/value It stems from a vital issue related to strategic dimensions aimed at a better future for strategic executive work, especially after the crisis that led to a significant decline in the level of performance of organizations.

show abstract

Section: Theoretical Background and Hypotheses Formulationsupporting

confidence: 59%

Evaluating the dimensions of strategic intent according to the Hamel and Prahalad model/a case study in Oil Projects SCOP Company

Danook

Al.obaidy²

2022

NBRI

View full text Add to dashboard Cite

show abstract

“…The fourth determinant is firm strategy, structure, and rivalry, which refer how a company is established, organized, and managed (Mross, 2005), (Jeong et al, 2017) (Eze et al, 2020). In the Malaysian printing industry, competitiveness is affected by the industry's competitiveness.…”

Section: The Competitive Advantage Of Nations (Can) Modelmentioning

confidence: 99%

Redefining Malaysia's printing landscape: insights from Porter's CAN Model

Muhammad Yusuf,

Siti Farhana

2024

View full text Add to dashboard Cite

Malaysia's burgeoning printing industry, while showcasing potential, grapples with challenges that constrain its growth and global reach, underscoring the need for a deep and structured assessment. This pivotal study is designed to unpack the competitiveness of the Malaysian printing sector within the vast expanse of the global market, with a spotlight on the commercial printing segment. It revolves around the central inquiry: "Which critical factors mold the competitiveness of Malaysia's printing industry, and how can insights from Porter's Competitive Advantage of Nations (CAN) model illuminate them?" Anchored in the renowned Porter's CAN model, the research undertakes a multifaceted analysis of industry pillars, including intricate demand patterns, supply chain dynamics, prevailing competition, and the overarching influence of government directives. Data, meticulously sourced from 2015-2019 through national agencies and global institutions, forms the bedrock of this systemic examination. The study reveals that Malaysia stands fortified by assets like adept labor, contemporary infrastructure, and cost-effective energy provisions. Yet, it's not devoid of challenges, notably, the lag in embracing cuttingedge production tech and the absence of razor-sharp competitive strategies. However, the surge in both domestic and international demand sketches a promising trajectory. Beyond validating the robustness of the CAN model, the study weaves a tapestry of insights for industry stakeholders. It underscores the pivotal role of agile government interventions and the pressing mandate to integrate digital innovations. The findings beckon a targeted strategy to navigate and neutralize identified pitfalls, amplifying the industry's global resonance. While the study carves a panoramic landscape, its primary reliance on secondary datasets is its Achilles' heel. Still, it emerges as an invaluable compass for industry stakeholders, directing strategic investments and policy recalibrations to elevate the global stature of Malaysia's printing industry.

show abstract

“…This is so because an organisation should possess certain capabilities that others do not have or cannot easily and promptly imitate. An organisation's mission is a measurable target or benchmark that must be met to attain the goal (Eze et al, 2020). Sande and Nyadzo (2022) stated that organisational Missions kindle the enthusiasm and spirits of employees at all levels.…”

Section: Mission and Organisational Performancementioning

confidence: 99%

Effect of Organisational Culture on Organisational Performance: A Case of Commercial Banks in Nairobi County, Kenya

2022

EJBM

View full text Add to dashboard Cite

Banking, like any other industry, has a basic structure or a set of principal economic and technical characteristics which contribute to competitive forces. In the current turbulent business environment, organisational culture is a key player in providing the glue that binds several parts of the organisation together towards attaining the desired goal. The study aimed to determine the effect of organisational culture (organisation's mission, consistency, adaptability and employee involvement) on the organisational performance of commercial banks in Nairobi County, Kenya. The study was based on Dynamic Capability and Resource-Based View Theories. This study used a cross-sectional research design. A Census sampling technique was used to select the target population of 43 commercial banks. The respondents were the Operations Managers based at the headquarters of each of the 43 commercial banks. Primary data was collected using questionnaires. The data were processed using the Statistical Package for Social Sciences (SPSS). Data were analysed using descriptive and inferential statistics. Descriptive statistics were in the form of means and standard deviations, while inferential statistics, namely, Pearson Correlation analysis and multiple regression analysis. Multiple linear regression analysis was used to test the study hypotheses at a 0.05 significance level. The results were presented using tables. The results of Pearson's correlations analysis showed that the organisation's mission (r = 0.379, p < 0.05), consistency (r = 0.487, p < 0.05) and employee involvement (r = 0.705, p < 0.05) had a positive significant association with organisational performance while adaptability (r = 0.260, p > 0.05) had an insignificant positive association with organisational performance of commercial banks. The multiple linear regression analysis results revealed that organisational culture (organisational mission, consistency, adaptability, and employee involvement) was a significant predictor of the organisation performance of commercial banks (F = 10.685, p < 0.05). The study recommends that the top management of commercial banks, in consultations with stakeholders should implement organisational mission, consistency, adaptability and employee involvement in organisational culture simultaneously as conceptualized by Danson's model of organisational culture.

show abstract

Effect of Strategic Intent on Performance of Small and Medium Scale Printing Press Firms in Abuja, Nigeria

Cited by 3 publications

References 7 publications

Evaluating the dimensions of strategic intent according to the Hamel and Prahalad model/a case study in Oil Projects SCOP Company

Evaluating the dimensions of strategic intent according to the Hamel and Prahalad model/a case study in Oil Projects SCOP Company

Redefining Malaysia's printing landscape: insights from Porter's CAN Model

Effect of Organisational Culture on Organisational Performance: A Case of Commercial Banks in Nairobi County, Kenya

Contact Info

Product

Resources

About