Factors That Influence Effective Strategic Planning Process In Organizations

Kiptoo, Job Kipkemboi; Mwirigi, Fred Mugambi

doi:10.9790/487x-1662188195

Cited by 20 publications

(14 citation statements)

References 14 publications

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“…Every firm should have a distinct structure, which indicates its prevailing reporting relationship, image and internal politics (Kiptoo & Mwirigi, 2014). Structure is not just represented by the chart of organization.…”

Section: Methodsmentioning

confidence: 99%

Does Organizational Structure Moderate the Relationship between Strategic Planning and Competitive Advantage? A Study of Large Manufacturing Firms in Kenya

Maingi¹,

Awino²,

K’Obonyo³

et al. 2019

IJBM

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Several studies have been carried out in the past to find out how strategic planning and competitive advantage are connected and the causes of differences in competitive advantage among firms. Scholars have argued that competitive advantage can emanate from either internal or external sources and is usually in several forms which include; valuable resources, the position held within the industry, position within the marketplace, operating at lower costs than rival firms, differentiation, capabilities and dynamic capabilities. The debate on what causes differences in competitive advantage is still on. This study sought to establish the moderating effect of organizational structure on the relationship between strategic planning and competitive advantage of large manufacturing firms in Kenya. The study was underpinned by the competitive advantage typology of Michael Porter, the resource-based theory, dynamic capabilities theory, and the contingency theory. The study used a positivist research paradigm and a cross-sectional survey design. This was a census study from 124 large manufacturing firms in Kenya and data was collected from 122 of the firms representing a response rate of 98.4%. The findings indicate that overall strategic planning has a statistically significant influence on competitive advantage and that organizational structure partially moderates the relationship between strategic planning and competitive advantage. The study recommended that once the strategy of the firm has been changed, an organization structure that fits the needs of the new strategy should be put in place. This is because in the absence of an organization structure that fits the needs of the firm, it will be difficult for the firm to achieve and sustain a position of competitive advantage.

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Section: Methodsmentioning

confidence: 99%

Does Organizational Structure Moderate the Relationship between Strategic Planning and Competitive Advantage? A Study of Large Manufacturing Firms in Kenya

Maingi¹,

Awino²,

K’Obonyo³

et al. 2019

IJBM

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“…Subset/interdependence between variables is the steady independence of food which is sustainable, and in turn, will strengthen unity and unity which is the nation's deterrent to prevent the development of radicalism. This paper has many literatures to support the research, such as literature with title Factors That Influence Effective Strategic Planning Process In Organizations [7], Food Sovereignty [8], A Study on the Application of Food Sovereignty in International Law [9], Peasant activism and the rise of food sovereignty: Decolonising and democratising norm diffusion? [10], From protest to policy: The challenges of institutionalizing food sovereignty [11], Food sovereignty as decolonization: some contributions from Indigenous movements to food system and development politics [12], The impact of Indonesia's food law reform on the concept of food sovereignty in Indonesia [13].…”

Section: Revised Manuscript Received On September 2 2019 Didit Herdmentioning

confidence: 99%

Development Strategy of National Food Sovereignty To Encounter Radicalism Threat

Herdiawan¹,

Ahmadi²

2019

IJITEE

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Higher demand for broader and possible growth of the problem of state instability. Nothing more than a problem triggers social conflict on a small scale to a large scale. This study aims to identify and study various reasons in Indonesia and also formulate conceptions to increase the responsibility of communities in remote areas. The qualitative method in this study was carried out descriptively based on literature studies. The approach used in this study is integral to the national paradigm and applicable regulations. The results of the study show that the concepts that are following the conditions of the community, increase competitiveness among the environment that can be accessed by the government and facilitate people to manage the natural resources of the region, conduct and implement site-specific management and develop economic management to produce superior products.

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“…Factors that stem for the companies include resource, organization structure, organization culture, and leadership. These factors become important part of implementing strategies effectively [2,3]. This is the main focus of this research, about how expected transformation model affect organization.…”

Section: Introductionmentioning

confidence: 99%

“…This means that top-level management have to pick strategies or the most appropriate strategies to stay relevant and competitive in fluctuating environment. Many expert agrees that strategic planning have to be simple, realistic, and not too ambitious or not too demanding [2] Strategic planning, therefore, have to be made in certain ways for it to be flexible to accommodating environmental change and other effects that can influence current situation. Every organization have to manage their strategies in three main domains, namely in organization's internal resource, external environment in which organization operating, and organization's ability to add values to its activity.…”

Section: Introductionmentioning

confidence: 99%