Impact of strategic management practices on performance of business organizations
Strategic management practices have been shown to have an impact on both financial and non-financial performance in terms of improving profitability, cash flow, return on investment, share price, customer satisfaction, internal management, employee commitment, internal operations, learning & growth, quality, timely distribution of goods, cost indicators, among others.
Following are empirical studies on the impact of strategic management practices on the performance of business organizations from across the globe.
This study examined the impact of strategic management practices on the performance of public organizations in the UAE. Specifically, the study set out to achieve the following objectives: to find out the effect of strategic management practice of strategy formulation on organizational performance; to assess the effect of strategic management practice of strategy implementation on organizational performance; to determine the effect of strategic management practice of strategy evaluation on organizational performance; to establish the effect of strategic management practices on teamwork; to investigate the effect of teamwork on organizational performance; to explore the mediating role of teamwork on the relationship between strategic management practices on organizational performance; to find out the effect of strategic management practices on organizational commitment; to establish the effect of organizational commitment on organizational performance; and lastly, to assess the mediating role of organizational commitment on the relationship between strategic management practices and organizational performance (Kamalrudin et al., 2024).
The target population included public organizations in the UAE. A sample size of 458 public sector employees was selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using frequency and percentage. The partial least squares–structural equation modeling (PLS-SEM) method was used to explore the effect of strategic management practices on the performance of UAE public organizations. The results were presented using tables as deemed fit (Kamalrudin et al., 2024).
The findings revealed that strategy formulation had a positive and significant impact on the performance of the target organizations; strategy evaluation had a positive and significant impact on the performance of target organizations; strategy implementation had a negative and insignificant impact on the performance of target organizations; strategic management practices (strategy formulation, strategy implementation, and strategy evaluation) had a positive and significant impact on teamwork in the target organizations; teamwork had a positive and significant impact on organizational performance; teamwork had a significant impact on the relationship between strategic management practices and organizational performance; strategic management practices have a positive and significant impact on organizational commitment; organizational commitment had a positive and significant impact on organizational performance; and lastly, organizational commitment significantly mediated the relationship between strategic management practices and organizational performance (Kamalrudin et al., 2024).
It was also revealed that 85.8% of the variance in performance of UAE public organizations was accounted for by the strategic management practices (including strategy formulation, strategy implementation, and strategy evaluation), teamwork, and organizational commitment (Kamalrudin et al., 2024).
This study explored the effect of strategic management practices on the performance of public universities in Ghana. In particular, the study sought to address the following objectives: to determine the effect of environmental scanning on the performance of technical universities in Ghana; to establish the effect of strategy formulation on the performance of target organizations; to explore the effect of strategy implementation on the performance of target organizations; and to explore the effect of strategy evaluation on the performance of target organizations (Andoh et al., 2024).
The target population included 616 staff members of the target university. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics such as frequency and percentage. Pearson’s correlation analysis was employed to establish the relationship between the study variables. The results were presented using appropriate tables as required (Andoh et al., 2024).
The results of correlation analysis revealed that environment scanning had a positive and significant association with the performance of technical universities in Ghana; strategy formulation had a positive and significant association with the performance of target organizations; strategy formulation had a strong positive association with the performance of target organizations; strategy implementation had a positive and significant association with the performance of target organizations; and strategy evaluation & control had a positive and significant association with the performance of the target organization. The results of regression analysis showed 58.8% variance in the performance of the technical university. In particular, the results showed that internal & environmental analysis contributed to 54.1% variance in the performance of technical universities. Strategy formulation contributed to 21.4% variance in the performance of technical universities; strategy implementation contributed to 21.0% variance in the performance of technical universities; strategy evaluation & control contributed to 14.9% variance in the performance of technical universities (Andoh et al., 2024).
This study investigated the impact of strategic management practices on the performance of the University of Nigeria Teaching Hospital. The main objectives of the study included the following: to determine the effect of strategy formulation on the performance of the target organization; to find out the effect of strategy implementation on the performance of the target organization; and to assess the effect of strategy evaluation & control on the performance of the target organization (Mba et al., 2023).
The target population included medical and nonmedical staff employed at the University of Nigeria Teaching Hospital in Enugu State. A sample size of 1000 respondents was selected to participate in the study. Data collection was done using a questionnaire. Descriptive statistics (frequency and percentages) were used to analyze the collected data. Multiple regression analysis was used to assess the effect of predictor variables on the dependent variable. The findings were presented using tables, charts, and graphs as deemed appropriate (Mba et al., 2023).
The results of regression analysis revealed that strategy formulation had a positive and significant effect on the performance of the target hospital. Specifically, the results showed that strategy formulation explained 40.4% variance in performance of the hospital. Strategy implementation was also shown to have a positive and significant effect on the performance of the target hospital. In particular, strategy implementation contributed to 43.2% variance in the performance of the hospital. Lastly, strategy evaluation and control were shown to have a positive and significant effect on the performance of the target hospital. Specifically, it was demonstrated that strategy evaluation and control contributed to 41.5% variance in the performance of the target hospital (Mba et al., 2023).
This study explored the impact of strategic management practices on the performance of Lyamujungu Sacco in Uganda. Specifically, the study sought to achieve the following objectives: to determine the effect of strategy design on the performance of the target Sacco, to find out the effect of strategy implementation on Sacco performance, and lastly, to establish the effect of strategy control on Sacco performance. The target population included all the employees of the target Sacco, especially those involved in strategic management activities. Data collection was done using a questionnaire. The collected data was analyzed using both descriptive (frequency and percentage) and inferential statistics (bivariate and multivariate). The findings were presented using suitable tables as required (Agaba et al., 2023).
The results of correlation analysis indicated that strategic management had a positive and significant association with Sacco performance. The results of regression analysis showed that 93.7% of the variance in the performance of the target Sacco was caused by the adopted strategic management practices (Agaba et al., 2023).
This study explored the effect of strategic management on the performance of SMEs in FCT-Abuja. In particular, the study addressed the following objectives: to determine the effect of strategic planning on the performance of SMEs in FCT, Abuja; to establish the effect of strategy formulation on the performance of SMEs in FCT, Abuja; to find out the effect of strategy implementation on the performance of SMEs in FCT, Abuja; and lastly, to assess the effect of strategic evaluation on the performance of SMEs in FCT, Abuja (Aliyu et al., 2022).
The target population included the 38,003 SMEs operating in FCT, Abuja. A sample size of 426 respondents was selected to participate in the study. These included owners of the SMEs that were directly involved in strategic management of their enterprises. Data collection was done using a questionnaire. The collected data were analyzed using descriptive statistics, including frequency, percentage, mean, and standard deviation. Pearson’s correlation analysis was also used to assess the relationship between variables under study. Multiple regression analysis was used to explore the effect of the independent variables (strategic planning, strategic formulation, strategic implementation, and strategic evaluation) on the dependent variable (SME performance). The findings were presented in suitable tables as required (Aliyu et al., 2022).
The results of correlation analysis indicated that strategic planning had a positive and significant relationship with SME performance, strategic formulation had a positive and significant relationship with SME performance, and lastly, strategic implementation also had a positive and significant relationship with SME performance. On the other hand, strategic evaluation was shown to have an insignificant association with SME performance (Aliyu et al., 2022).
The findings of regression analysis indicated that 63.5% variance in performance of the target SMEs was due to the impact of strategic planning, strategic formulation, strategic implementation, and strategic evaluation practices. Specifically, the results showed that when all factors are at a constant, strategic planning explains 16.4% variance in SME performance, strategic formulation explains 23.1% variance in SME performance, strategic implementation explains 41.2% variance in SME performance, and strategic evaluation explains only 9% variance in SME performance. This means that the strategic implementation practice has the highest impact on SME performance, followed by strategic formulation, strategic planning, and lastly, strategic evaluation (Aliyu et al., 2022).
This study explored the impact of strategic management methods on the performance of Jordanian SMEs. In particular, the study addressed the following objectives: to determine the effect of strategic planning on the performance of SMEs in Jordan; to establish the effect of strategy formulation on the performance of SMEs in Jordan; to find out the effect of strategy implementation on the performance of SMEs in Jordan; and to explore the effect of strategic control on the performance of SMEs in Jordan (Al Humeisat, 2022).
The target population included Jordanian SMEs operating in diverse industries. 268 respondents from senior management in the target SMEs were selected to participate in the study. Collection of data was accomplished using a questionnaire. Data analysis was done using descriptive statistics, including frequency and percentage. Pearson correlation was employed to explore the association between variables under study. Multiple regression analysis was used to establish the effect of the independent variables on the dependent variable (Al Humeisat, 2022).
The results of multiple regression analysis indicated that 66.1% of the variance in performance (organizational excellence) of Jordanian SMEs was caused by the employed strategic management practices, including strategic planning, strategy implementation, and strategic control. The results of linear regression indicated that strategic planning was responsible for 5.3% variance in organizational excellence; strategic formulation was responsible for 6.5% variance in organizational excellence; strategy implementation was responsible for 34.1% variance in organizational excellence; and strategic control was responsible for 64.9% variance in organizational excellence. This means that strategic control and strategic implementation had the greatest effect on organizational excellence. On the other hand, strategic planning and strategic formulation had the least impact on organizational excellence (Al Humeisat, 2022).
This study explored the effect of strategic management practices on SME performance in the UAE. The specific objectives of the study included the following: to determine the effect of strategy implementation (strategy, structure, and human resources) in SMEs in UAE; to find out the differences in performance between small and large SMEs in UAE. The target population included SMEs operating in the UAE. 223 respondents were selected to participate in the current study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics such as frequency and percentage. A Structural Equation Modeling (SEM) model was used to assess the effect of independent variables on the dependent variable. The findings were presented in tables as deemed fit (Islam, 2022).
The results showed that strategy, structure, and human resources had a positive and significant impact on the performance of SMEs in the UAE. The findings revealed that when all factors are held constant, strategy was responsible for 27.3% variance in SME performance, structure was responsible for 32.7% variance in SME performance, and human resources had 20.7% variance in SME performance. This means that structure had the highest impact on SME performance in the UAE, followed by strategy and then human resources in that order. The findings also revealed that there was a significant difference in the performance of large and small businesses in the UAE. Specifically, the performance of large businesses was found to be higher than that of small businesses (Islam, 2022).
This study explored the impact of strategic management practices on SME performance in Pakistan. Specifically, the study targeted the following objectives: to establish the effect of strategy formulation on SME performance in Pakistan; to establish the effect of strategy execution on SME performance; and lastly, to find out the effect of strategy assessment on SME performance. The target population included 400 SMEs operating in Pakistan’s South Punjab region. A sample size comprising 400 SME owners was selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics such as frequency and percent. Correlation analysis was done to determine the relationship between study variables. Regression analysis was done to establish the effect of independent variables on the dependent variable. The results were presented in relevant tables as deemed fit (Ishtiaq et al., 2021).
The findings of correlation analysis revealed that strategy formulation, strategy implementation, and strategy assessment/evaluation all had a positive and significant association with the performance of SMEs in Punjab, Pakistan. The results of regression analysis showed that when all factors are maintained at a constant, strategy formulation will explain 40.7% variance in performance of target SMEs, strategy implementation will explain 19.3% variance in performance of target SMEs, and strategy assessment/evaluation will explain 24.4% variance in performance of target SMEs. This means that strategy formulation practice had the greatest impact on SME performance, followed by strategy assessment/evaluation, and finally, strategy implementation (Ishtiaq et al., 2021).
This study explored the effects of strategic practices on the performance of Awash Insurance Company, located in Addis Ababa, Ethiopia. In particular, the study sought to address the following objectives: to assess existing strategic management practices in Awash Insurance Company; to establish the level of performance of the target company as perceived by the employees; to determine the effect of environmental monitoring on performance of the target company; to find out the effect of strategy formulation on performance of the target company; to assess the effect of strategy implementation on performance of the target company; and to examine the effect of strategy evaluation & control on performance of the target company (Demie, 2020).
The target population included staff employed at the head office of Awash Insurance Company in Addis Ababa. This is because these employees are directly concerned with strategic activities relating to the organization. Simple random sampling was employed in selecting 110 employees based at the headquarters of the company. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics such as frequency, percentage, mean, and standard deviation. Inferential statistics, specifically Pearson’s correlation, was also used to examine the relationship between the variables under study. Multiple regression analysis was used to establish the effect of the independent variables on the dependent variable. The findings were presented in tables, graphs, and charts accordingly (Demie, 2020).
The results of correlation analysis showed that strategic formulation had a positive and significant impact on the performance of the target company; strategic implementation had a moderate positive and significant association with the performance of the target company; strategic evaluation and control had a strong positive and significant association with the performance of the target company; environmental scanning was also shown to have a strong positive and significant association with the performance of the target firm; and last but not least, strategic implementation was found to have the lowest statistically significant association with the performance of the target firm (Demie, 2020).
The results of multiple regression analysis indicated that 67.8% of the variance in the performance of the target firm was accounted for by the predictor variables, including strategic formulation, strategic implementation, evaluation and control, and environmental scanning. All factors remaining constant: strategic formulation was shown to cause 17.9% variance in the performance of the target company; strategic implementation was shown to cause only 2.8% variance in the performance of the target company; evaluation and control were shown to cause 35% variance in company performance, while environmental scanning caused 58.7% variance in the performance of the target firm. This means that environmental scanning had the highest impact on firm performance, followed by evaluation & control, then strategic formulation, and lastly, strategic implementation (Demie, 2020).
This study examined the role of strategic management on the performance of manufacturing firms located in Southeast Nigeria. In particular, the study sought to address the following objectives: to find out the effect of strategic objectives on the performance of target manufacturing firms; to explore the effect of strategy formulation on the performance of the target manufacturing firms; to establish the effect of strategic implementation on the performance of target manufacturing firms; and to find out the effect of strategic evaluation on the performance of target firms (Phina, 2020).
The target population included manufacturing firms located in Southeast Nigeria. A sample size of 300 staff members from the target firms was selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics and multiple regression analysis. The findings were presented using suitable tables as deemed fit (Phina, 2020).
The results of multiple regression analysis indicated that the predictor variables (strategic objective, strategy formulation, strategic implementation, and strategic evaluation) explained 73.3% of the variance in the performance of manufacturing firms in Southeast Nigeria. In particular, the results showed that strategic objectives had a significant effect on the performance of manufacturing firms in the study location; strategy formulation had a positive and significant effect on the performance of target manufacturing firms; strategy implementation had a positive and significant effect on the performance of target manufacturing firms; and lastly, strategic evaluation had an insignificant effect on the performance of manufacturing firms in the study location (Phina, 2020).
This study explored the effect of strategic management practices on the performance of Kenya Power State Corporation. The study sought to address the following objectives: to determine the effect of strategic human resource management on the performance of Kenya Power Corporation; to find out the effect of strategic leadership management on the performance of Kenya Power Corporation; to examine the effect of strategic technology & innovation management on the performance of Kenya Power Corporation; and to assess the effect of strategic outsourcing management on the performance of Kenya Power Corporation (Amal & Nyang’au, 2019).
The target population included 250 employees of Kenya Power serving in the top management level, middle management level, and low management levels. A sample size of 72 respondents was selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics, including frequency and percentage. Multiple regression analysis was used to explore the effect of the independent variables (strategic human resource management, strategic leadership, support from immediate supervisor, and strategic outsourcing) on the dependent variable (organizational performance). The results were presented using appropriate tables (Amal & Nyang’au, 2019).
The findings of multiple regression analysis indicated that 74.6% of the variance in the performance of Kenya Power Corporation is determined by the independent (predictor) variables. The results of regression coefficient indicated that when all factors are kept constant: strategic human resource management contributed to 8% variance in the performance of Kenya Power Corporation; strategic leadership contributed to 10.4% variance in the performance of Kenya Power Corporation; support from the immediate supervisor contributed to 11.2% variance in the performance of the Kenya Power Corporation; and lastly, strategic outsourcing contributed to 15% variance in the performance of the Kenya Power Corporation (Amal & Nyang’au, 2019).
This study investigated the effect of strategic management on the performance of SMEs in Lagos, Nigeria. In particular, the study is set to achieve the following objectives: to determine the effect of business strategy on market share of SMEs operating in Lagos State; to assess the effect of organizational structure on transaction volume of SMEs operating in Lagos State; and lastly, to find out the effect of competitive advantage on number of customers (Agwu, 2018).
The target population included all SMEs operating in the goods and service industries in the Lagos State of Nigeria. A sample size of 107 respondents was selected to participate in the study. This was mainly comprised of SME owners/managers. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics, including percentage and frequency. Multiple regression analysis was employed to establish the effect of the independent variable on the dependent variable. The findings were presented using appropriate tables as deemed fit (Agwu, 2018).
The results of multiple regression analysis indicated that business strategy accounted for 12.8% variance in market share. This means that business strategy had a positive and significant effect on the performance of SMEs in Lagos State. The findings also revealed that organizational structure accounted for only 3% variance in transaction volume. This implies that organizational structure does not increase transaction volume in target SMEs. The findings also showed that competitive advantage accounted for 13.1% variance in the number of customers. This means that the competitive advantage of target SMEs increased the number of customers served by the business. This means that an SME with a good competitive advantage can easily attract new customers and also retain them compared to an SME with a poor competitive advantage (Agwu, 2018).
This study explored the effect of strategic management and organizational culture on the performance of government organizations located in Kuala Lumpur and Putrajaya, Malaysia. The specific objectives of the study included the following: to determine the effect of strategy formulation dimensions (vision, mission, and goals) on the performance of target organizations and to find out the effect of strategy implementation dimensions (strategy, structure, and human resources) on the performance of target organizations (Samad et al., 2018).
The target population included government organizations operating in Kuala Lumpur and Putrajaya, Malaysia. 350 managers from the middle and senior level of management were selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics such as frequency and percentage. Regression analysis was done to determine the effect of independent variables on the dependent variable. The findings were presented using tables as required (Samad et al., 2018).
The results of the standardized regression coefficient revealed that, all factors remaining constant, the strategy formulation dimension of vision explained 23.1% variance in performance of the target organizations; the strategy formulation dimension of mission explained 6% variance in performance of target organizations; the strategy formulation dimension of goals explained 14.4% variance in performance of target organizations; the strategy implementation dimension of strategy explained 18.4% variance in performance of target organizations; the strategy implementation dimension of structure explained 22.8% variance in performance of target organizations; the strategy implementation dimension of human resources explained 16.5% variance in performance of target organizations; and lastly, organizational culture explained 29.7% variance in performance of target organizations (Samad et al., 2018).
This study examined the impact of strategic management practices on the performance of the Kenya Rural Roads Authority. In particular, the study sought to address the following objectives: to find out the effect of strategic leadership on performance of KRRA; to establish the effect of strategic planning on performance of KRRA; to explore the effect of strategic innovation on performance of KRRA; and lastly, to determine the effect of strategic quality management on performance of KRRA (Sahara & Nyang’au, 2017).
The target population included all the employees working at the Kenya Rural Roads Authority. A sample size of 60 respondents was selected from the target population to participate in this study. Collection of primary data was accomplished using a questionnaire. The collected data was analyzed using descriptive statistics, including frequency and percentage. Pearson correlation analysis was employed to assess the relationship between variables under study. Regression analysis was done to determine the effect of independent variables on the dependent variable. The results were presented using relevant tables as required (Sahara & Nyang’au, 2017).
The findings of regression coefficient indicated that with all factors remaining constant, strategic leadership explained 8% variance in performance of KRRA, strategic planning explained 10.4% variance in performance of KRRA, and strategic innovation explained 11.2% variance in performance of KRRA, while strategic quality management explained 15% variance in performance of KRRA. These results indicated that there is a positive and significant relationship between the independent variables (strategic quality management, strategic innovation, strategic planning, and strategic leadership) and the dependent variable, that is, performance of KRRA (Sahara & Nyang’au, 2017).
This study examined the effect of strategic management practices on the performance of health institutions located in Nairobi County. The specific objectives of the study included the following: to establish the effect of strategic thinking on the performance of health institutions in Nairobi County; to determine the effect of strategic planning on the performance of the target health institutions; and to assess the effect of strategy implementation on the performance of target health institutions (Kasera, 2017).
The target population included 37 health institutions operating in Nairobi County. A sample size of 24 respondents, including hospital administrators, medical superintendents, chief matrons, COO, CFO, and CEO, was selected to participate in the study. Data was collected using a questionnaire. The collected data was analyzed using descriptive statistics, including frequency and percentage. Correlation analysis was done to assess the relationship between variables under study. The findings were presented in tables, graphs, and charts, as deemed appropriate (Kasera, 2017).
The findings of the correlation analysis revealed that strategic thinking had a positive association with the performance of the target hospitals; strategic planning had a negative association with the performance of target institutions, while strategy implementation had a negative association with the performance of the target institutions (Kasera, 2017).
This study explored the effect of strategic management on the performance of manufacturing firms in Lagos, Nigeria. The specific objectives of the study were as follows: to examine the effect of strategic management on operational performance of the target firms; to establish the effect of strategic management on organizational profitability; and lastly, to find out the effect of strategic management on firms’ competition (Monday et al., 2015).
The target population included manufacturing firms operating in Lagos, Nigeria. 50 respondents were selected from the target firms to participate in the study. Data collection was done using questionnaires. The collected data was analyzed using descriptive statistics, including frequency and percentage. Pearson’s correlation analysis was used to assess the relationship between the variables under study. Regression analysis was done to establish the effect of independent variables on the dependent variable. The findings were presented using suitable tables as needed (Monday et al., 2015).
The results of regression analysis indicated that strategic management practices explained 25.7% of the variance in operational performance of the target manufacturing firms. The results also demonstrated that strategic management practices explained 31.6% of the variance in firm profitability. The results of correlation analysis indicated that strategic management had a positive and significant association with firm competition (Monday et al., 2015).
This study explored the effect of strategic management practices on the performance of construction companies in Nairobi, Kenya. In particular, the study addressed the following objectives: to determine the effect of strategic customer relationship management on the performance of target companies and to establish the effect of strategic technical skills management on the performance of target companies. The target population included all 67 registered construction companies doing business in Nairobi City Council. A sample size of 335 managers was picked from the target companies to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics such as percentage and frequency. Correlation analysis was employed to assess the relationship between variables under study. The results were presented in tables as required (Wambugu & Waiganjo, 2015).
The results of correlation analysis showed that strategic CRM and strategic technical skills both had a positive and significant impact on the performance of construction companies in Nairobi City County (Wambugu & Waiganjo, 2015).
Citation
Agaba, M., Turyasingura, J.B., and Kabagambe, J.D. (2023). Strategic management and organizational performance: a case of Lyamujungu Sacco, Kabale District, Uganda. International Journal of Islamic Business and Management Review, 3(1), 50-60.
Agwu, M.E. (2018). Analysis of the impact of strategic management on the business performance of SMEs in Nigeria. Academy of Strategic Management Journal, 17(1).
Al Humeisat, E.K.I. (2022). Effect of strategic management practices on organizational excellence. Journal of Hunan University (Natural Sciences), 49(4).
Aliyu, S., Adenkunle, M.K., Abbah, O.D. (2022). Effect of strategic management on the performance of small and medium enterprises in FCT-Abuja. Direct Research Journal of Management and Strategic Studies, 3(5).
Amal, M.D. and Nyang’au, S.P. (2019). Effect of strategic management practices on organizational performance of state corporations in Kenya: case study of Kenya Power. International Journal of Recent Research in Commerce Economics and Management, 6(4), 150-157.
Andoh, N., Yeboah, S.K., Baidoo, M.A. Ankomah, I.O. (2024). Effects of strategic management practice on the performance of public universities in Ghana: a case of selected technical universities in Ghana. Journal of Business and Management, 26(11), 29-40.
Demie, A.N. (2020). The effect of strategic management practices on organizational performance at Awash Insurance Company. Unpublished Master’s Thesis submitted to Jimma University, Addis Ababa, Ethiopia.
Ishtiaq, M., Tufail, M.S., and Hussain, A. (2021). Impact of strategic management practices on the business performance of SMEs in Pakistan. Global Economics Review, 6(1), 227-238.
Islam, Q. (2022). Effect of strategic management practices on performance of small and large businesses in the UAE. Journal of Positive School Psychology, 6(7).
Kamalrudin, M., Aldhaheri, Hakimi, H. (2024). Impact of strategic management practices on public organizational performance: a mediatory analysis of organizational commitment and teamwork in the UAE. International Journal of Academic Research in Business & Social Sciences, 14(6).
Kasera, G.K. (2017). Strategic management and organizational performance: findings from health institutions in Nairobi County. Unpublished Master’s Thesis submitted to the Chandaria School of Business, United States International University – Africa.
Mba, I.N., Ogechukwu, C.U., Agbaeze, K.E., and Imhanrenialena, O.B. (2023). Examining how strategic management practices impact organizational performance: the case of Nigerian teaching hospitals. European Journal of Business, Economics, and Accountancy, 11(3).
Monday, J.U., Akinola, G.O., Ologbenla, P., and Aladeraji, O.K. (2015). Strategic management and firm performance: a study of selected manufacturing companies in Nigeria. European Journal of Business and Management, 7(2).
Phina, O.N. (2020). Effects of strategic management on organizational performance in manufacturing firms in South-East Nigeria. Asian Journal of Economics, Business and Accounting, 15(2), 24-31.
Sahara, M.G. and Nyang’au, S. (2017). Role of strategic management practices in organizational performance in the public sector in Kenya: case of Kenya Rural Roads Authority. International Journal of Social Science and Humanities Research, 5(4), 205-210.
Samad, S., Alghafis, R., and Al-Zuman, A. (2018). Examining the effects of strategic management and organizational culture on organizational performance. Management Science Letters, 8, 1363-1374.
Wambugu, W.C. (2015). Effects of strategic management practices on organizational performance of construction companies in Nairobi City County, Kenya. International Academic Journal of Human Resource and Business Administration, 1(4), 41-51.
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