Impact of Strategic Management on Competitive Advantage and Organisational Performance - Evidence from Nigerian Bottling Company

Abstract

The discontinuous and turbulent nature of business environment makes it important for organizations to adopt strategic management practices to be at alert to environmental changes. This study examined the impact of strategic management on competitive advantage and organization performance in Nigerian bottling company using the resource based theory as its theoretical basis because the theory explains how competitive advantage and superior performance of an organization is explained by the distinctiveness of its resources and capabilities which constitutes central considerations in formulating its strategy. Primary data with the aid of a structured questionnaire was used to elicit information from respondents. The data collected were analyzed using both descriptive such as frequencies, percentages mean, standard deviation and inferential statistics of Chi-square and Analysis of Variance (ANOVA). The findings revealed that indeed the adoption and implementation of strategic management practices makes the organization not only to be proactive to changes but also initiate positive changes that consequently leads to competitive advantage and sustainable performance. It was recommended that organization should continuously maintain, sustain and improve strategic management practices since it is an indispensable tool for business organization performance.

Influence of income-generating activities on management effectiveness of charitable children institutions in Nakuru Town East Sub-County

“…These findings reveal that IGAs have a role in the running of operations as they ensure that there are steady cash flow and supplements funds raised for managing the CCIs from external partners. The findings support Owolabi and Makinde (2012) who argued that an organization's sustainability is dependent on the existence of a clear long-term direction and scope that is adaptive to dynamic changes in the environment.…”

Leadership dimensions, employee engagement and job performance of selected consumer-packaged goods firms

“…The leadership dimensions' items were from (Ana et al, 2014;Anastasia, 2018;Deribe, 2016;Lianying et al, 2018) and employee engagement were also adapted from previous studies (Khan et al, 2016;Marcus & Namitha, 2017;Sasmita & Manoj, 2018;Sunita et al, 2015). Job performance measurements were adopted and adapted from (Isabel et al, 2019;Olanipekun et al, 2015;Simbo et al, 2012;Thomas, 2017;Zohra et al, 2018).…”

“…The manufacturing sector is the hub of a vibrant national economy. To be relevant, the sector must acquire the reputation of effectively harnessing and processing of available raw materials into valuable finished products for meaningful contribution to the GDP (Ana et al, 2014;Olanipekun et al, 2015), employment generation (Deribe, 2016;Onakoya et al, 2018) and rapid national industrialization (Chitra & Munivenkatappa, 2017;Chris & Abeh, 2016). Surprisingly, the sector has not attained this competitive status in Nigeria because apart from dearth of supportive infrastructural facilities, it is still exposed to leadership dilemma bothering on deficient strategies in stakeholders' relationship management, which also affects the optimal sectoral performance.…”

“…It was also observed that 322 manufacturing firms closed down in Nigeria between 2009 and 2014 (African Development Report, September 2019); 196 manufacturing companies shut down between 2015 and 2017 (Afolabi & Laseinde, 2019). Various issues including, environmental pollution, customers' dissatisfaction, low productivity and incessant labour unrests, operational inefficiency, regulatory sanctions, alleged poor welfare packages and hostile community-industry relationships (Ohunakin et al, 2016; O. Salau et al, 2020) have continued to generate discussions on the need for effective leadership style and engagement in the manufacturing industry.…”

The Moderating Effect of Environmental Turbulence on the Strategic Agility-Performance Relationship: Empirical Evidence from Lagos State, Nigeria

“…It is a set of financial and non-financial measures which offer information on the degree of achievement of objectives and results of the firm (Egbunike & Okerekeoti, 2018;Lebans & Euske, 2006). The concept of firm performance is fundamental to businesses as the key objective for business organisations is profit making (Olanipekun, Abioro, Akanni, Arulogun, & Rabiu, 2015). Syafarudin (2016) defined firm performance as the outcome or accomplishment affected by the operations of the company in utilizing the resources owned.…”