Strategic Intelligence and Financial Performance in the Commercial Banks in Kenya

Blandina, Walowe Kori; Stephine, Makau Muathe; Samuel, Mwangi Maina

doi:10.6007/ijarbss/v11-i3/8930

Cited by 3 publications

(4 citation statements)

References 17 publications

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“…This implies that organizations with a strong learning culture are better positioned for overall success. The results were in tandem with most of the empirical findings that indicated that strategic organizational learning capability influenced sustainable competitive advantage (Abdi, Omwenga, & Guyo, 2020); (Blandina, Muathe, & Maina, 2021).…”

Section: Inferential Analysis Resultssupporting

confidence: 77%

“…This theory posits that industry need dynamic capability to establish continued strategic competitive advantage because dynamic capability produce intangible, valuable resources, that are both rare and hard to duplicate (Li, et al, 2021). This Issue 3(1), 1-18 theory concentrates on a firm's ability to quickly arrange or rearrange outside capabilities effectively to satisfy current market needs (Blandina, Muathe, & Maina, 2021). Thus, dynamic capability denotes the potential of an organization to attain new and innovative systems of competitive advantage regardless of core rigidities and path dependencies in the company's technical and organizational processes (Muithya & Muathe, 2020).…”

Section: Dynamic Capability Theorymentioning

confidence: 99%

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Strategic Organizational Learning Capability and Sustainable Competitive Advantage of Seed Companies in Kenya

Kosiom,

Sasaka,

Oloo

et al. 2024

JAHSS

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The strategic capabilities and the sustainable competitive advantage have remained a central locus of academic discourse, though their comprehensive examination within the developing world, particularly in Kenya, in the area of seed industry has been noticeably limited. The objective of this study was to look into the influence of strategic organizational learning capability on the sustainable competitive advantage of seed companies in Kenya. The theories that supported the study were: organizational learning theory and dynamic capability theory. The research adopted a positivist approach because the role of the researcher was limited to data collection and interpretation in a manner which was observable and verifiable. The research used cross-sectional and descriptive designs where qualitative data was collected through reviewing of company manuals. A questionnaire was used to collect quantitative data from 76 private seed firms in Kenya, using stratified sampling technique, with 280 respondents from top management, finance, operations, and information communication technology departments. Data acquired through the administration of questionnaires was analyzed utilizing multiple regression analysis, and a rigorous assessment of hypotheses. The investigation yielded an array of insightful findings, notably, strategic organizational learning capability emerged as a pivotal determinant, displaying a robust and statistically significant positive relationship. The study concluded that strategic organizational learning capability indeed had a significant influence on the sustainable competitive advantage of seed companies in Kenya. The study stresses the importance of investing in and strengthening strategic organizational learning capability. Seed companies should therefore foster a culture of continuous learning, measure and assess learning outcomes, and promote sustainable competitive advantage.

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Section: Inferential Analysis Resultssupporting

confidence: 77%

Section: Dynamic Capability Theorymentioning

confidence: 99%

Strategic Organizational Learning Capability and Sustainable Competitive Advantage of Seed Companies in Kenya

Kosiom,

Sasaka,

Oloo

et al. 2024

JAHSS

View full text Add to dashboard Cite

show abstract

“…As mentioned earlier, due to the scarcity of previous studies that linked strategic intelligence with strategic orientation and studying its impact on strategic orientation within the limits of the findings of the researchers, this study tended to simulate its findings by comparing them with the findings of other previous studies that addressed these variables with other managerial variables. By doing so, it was noticed that the findings of this study agreed with the findings of those previous studies in terms of the existence of a statistically significant impact of strategic intelligence as an independent variable on financial performance (Blandina et al, 2021), entrepreneurial behaviors (Ahmadi et al, 2020), competitive advantage (Abuktaish & Alkshali, 2020), strategic flexibility (Al-Daouri & Atrach, 2020) and entrepreneurial orientation (Abuzaid, 2017). The findings also agreed with the findings of those previous studies in terms of the statistically significant impact of other managerial variables as independent variables, such as knowledgemanagement dimensions (Al-Ja'afreh, 2021), internal marketing (Mazzarolo et al, 2021), organizational flexibility (Alkshali & Badran, 2020), organizational culture (Abdel Razzaq et al, 2019) and governance models (Salih & AL-Salhi, 2018) on strategic orientation as a dependent variable.…”

Section: The Effect Size (F 2 )supporting

confidence: 90%

“…For instance, the work of Blandina et al (2021) indicated positive and significant effects of strategic intelligence on financial performance (i.e., return on equity) in commercial banks in Kenya, as well as the study by Ahmadi et al (2020), which showed a positive and significant relationship between the strategic intelligence of managers and entrepreneurial behaviors in government agencies in under-developed countries. The study by Abuktaish & Alkshali (2020) indicated a significant effect of strategic intelligence on all competitive advantage dimensions in Jordanian extractive and mining companies.…”

Section: Studies That Addressed Strategic Intelligencementioning

confidence: 84%

Exploring the Impact of Strategic Intelligence on Strategic Orientation: A Field Study on Jordanian Commercial Banks

Shukri Zarafili,

Shukri Zarafili

2023

JJBA

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This study aimed at identifying the impact of strategic intelligence on strategic orientation in Jordanian commercial banks. The population of the study consisted of all thirteen Jordanian commercial banks. The study sample included all of the study population (a comprehensive survey). The unit of sampling and analysis totaled (870) respondents and was comprised of the following job titles: general manager, deputy general manager, department manager and branch manager in the targeted banks. In order to achieve the objectives of this study, quantitative methods (descriptive and analytical methods) were used and a questionnaire was designed to collect the required data from the respondents to test the study hypotheses using Partial Least Squares-Structural Equation Modeling (PLS-SEM). The findings of the analysis indicated that strategic intelligence has a statistically significant impact on strategic orientation in Jordanian commercial banks. Also, the findings revealed that the levels of strategic intelligence and strategic orientation in Jordanian commercial banks were high. Based on the findings, the study concluded the necessity of promoting the adoption of a high level of strategic intelligence in the targeted banks because of its significant influence on the strategic orientation of these banks

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Competitive intelligence and strategy implementation: Critical examination of present literature review

Maluleka,

Chummun

2023

SA Journal of Information Management

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Method:This study employed systematic literature with the selection criterion to identify 33 publications published between 2008 and 2022. Thematic content analysis provided a range of analytic options. Academic Search Complete, EBSCOhost, and Google Scholar databases were used to locate peer-reviewed journal articles. The publications were grouped by journal names, year of publication, and article count. Results:The study found that CI played a vital role in developing company strategies and practices. Our study also showed that a plethora of peer-reviewed academic articles on CI were published in developed countries such as North America and Europe. Only a few CI-related studies have been published in developing countries. Conclusion:Most authors have not examined how CI leads to strategy implementation, even though CI research has gained traction internationally over the years. Competitive intelligence was not found to have a relationship with implementing, evaluating, and monitoring strategies pointing out gaps in the literature and suggesting future research.Contribution: This study examines the current state of the literature on CI and strategy implementation, and identifies gaps in the existing literature. Furthermore, the study contributes to academic knowledge by emphasising the significance of a well-defined and structured CI process in achieving strategy implementation outcomes.

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Strategic Intelligence and Financial Performance in the Commercial Banks in Kenya

Cited by 3 publications

References 17 publications

Strategic Organizational Learning Capability and Sustainable Competitive Advantage of Seed Companies in Kenya

Strategic Organizational Learning Capability and Sustainable Competitive Advantage of Seed Companies in Kenya

Exploring the Impact of Strategic Intelligence on Strategic Orientation: A Field Study on Jordanian Commercial Banks

Competitive intelligence and strategy implementation: Critical examination of present literature review

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