The effects of strategic environmental analysis on organizational performance

Abstract

Businesses do not operate in a vacuum. They operate in a dynamic, complex and competitive environment. So, the success and failure of many companies depends on several factors and the possibility to analyze them according the information level. The importance and the priorities of factors analysis vary from one situation to another due to the specific nature of the product and service, company and industry. Therefore, the organizational processes have to be based and adapted to the external environment. The main purpose of this paper is to critically examine and rank the effects of external environment factors on organizational performance in an industry. The data are collected through a structured questionnaire. The questionnaire includes sections which assess the impact of changes and developments in the external environment. The survey is conducted mainly in Vlora city and randomly in Himara and Orikum. Following the purpose of the study, it has been involved all the construction companies that do business in the city of Vlora and in their construction projects portfolios are involved: infrastructure, residential buildings (living apartments and villas), industrial constructions and other buildings such as hospitals, universities, government buildings, etc. To analyze the data collected through the questionnaires, we used the statistical test such as mean, median, standard deviation as well as specific weights to rank the evaluation effect of each external factor.This paper reports findings on the relationship between the external factors and the organizational performance. The study found significant positive and negative effects of external factors on performance as well as classifying them in the factors that facilitate or create barriers to business.

Strategic Sensitivity and Organizational Competitiveness of Deposit Money Banks in Nigeria

“…This draws on the impact of strategic sensitivity on measures such as innovativeness, service quality and delivery reliability. The evidence suggests that organizations that understand and are sensitive to the facts and based on such understanding or sensitivity are able to develop service forms that customers want and try to increase their satisfaction have a higher tendency for success and enhanced competitiveness (Jian & Moreno, 2015;Beal, 2000;Pulaj & Pulaj, 2015). As such managers must have intelligent assumptions and adopt sensitive measures with regards to learning about and predicting future behaviours of customers, competitors and costs (Chang et al, 2003).…”

“…Data for the investigation was also generated using the questionnaire instrument which was personally administered to the target deposit money banks within the state. Instrumentation for the variables was based on existing studies where the items for strategic sensitivity were sourced from Pulaj and Pulaj (2015), and the items for organizational competitiveness were also sourced from Jian and Moreno (2015). A total of 5 items were utilized as properties in assessing the features of strategic sensitivity, while organizational competitiveness, was assessed by drawing on the properties of its measureswith service quality having 5 items, delivery reliability utilizing 5 items, and then innovativeness also drawing on 5 items; thus a total of 15 items for organizational competitiveness.…”

“…Strategic sensitivity describes an organization'sscanning ability and knowledge development about its context, the internal assessment of its capacities and its alignment of functions and behaviour in a manner that advances it towards its goals and objectives. Pulaj & Pulaj (2015) opined that strategic sensitivity can be futuristic as well as focused on the present functions of the organization. Primarily, it is concerned with planning the best course of action based on learning and the predictions of the futurehence, its concerns are based on addressing the uncertainties of the environment.…”

Use of environmental scans in health services delivery research: a scoping review

“…19 22 23 The internal environment may include elements of an organisation, for example, structure, budget, workforce capacity and/or leadership). [23][24][25][26][27] Information is drawn from person sources (eg, staff, community, experts) and/or non-person sources (eg, databases, documents, the Web). 5 6 28 29 Person and nonperson sources may be internal (accessible within the boundaries of an organisation) or external (accessible beyond the boundaries of an organisation).…”

Influence of Environmental Analysis and Financial Sustainability of NGOs in Kenya

“…The organization can then act on the opportunity at hand and prepare to mitigate the threats present, resulting to financial sustainability of the NGO. Pulaj (2015), investigated the impact of external environmental factors on organizational effectiveness in a specific industry. The data is gathered using a standardized questionnaire.…”