Strategic Management Practices and Organizational Performance of Mobile Telecommunication Firms in Kenya

Authors

  • Naomi Sapato Ngeto Scholar, Jomo Kenyatta University of Agriculture and Technology image/svg+xml
  • Dr. Joyce Amuhaya, (Ph.D) Senior Lecturer: Jomo Kenyatta University of Agriculture and Technology image/svg+xml

DOI:

https://doi.org/10.61108/ijsshr.v3i3.239

Keywords:

Strategic Management Practices, Strategic Planning, Strategic Leadership, Strategic Alliance, Strategic Innovation, Organizational Performance

Abstract

This study examined the influence of strategic management practices on the organizational performance of mobile telecommunication firms in Kenya. Specifically, it investigated the effects of Strategic Planning, Strategic Leadership, Strategic Alliance, Strategic Innovation on firm performance. The study was guided by strategic fit theory, Ricky Griffin’s model, human capital theory, organizational culture theory, and the resource-based view theory. The research focused on the three main mobile telecommunication companies in Kenya—Safaricom, Airtel, and Equitel—and targeted all senior managers within these organizations. A total of 188 managers were identified as the study population, from which a sample size of 156 respondents was drawn using a simple random sampling technique. Data were analyzed using both descriptive statistics, including percentages, means, and standard deviations, and inferential statistics, primarily regression analysis, to test the study hypotheses. The findings revealed that strategic planning practices had a strong positive correlation with organizational performance, and regression analysis indicated a significant positive causal effect. Strategic leadership was found to exert a statistically significant influence on firm performance, with improvements in leadership practices likely to enhance overall organizational outcomes. The study also established that strategic alliances contributed significantly to firm performance, while strategic innovation demonstrated a positive and statistically significant impact on operational efficiency and competitive advantage. The results suggested that firms emphasizing strategic planning set clear objectives, allocate resources efficiently, and enhance performance. Similarly, strategic leadership facilitated a clear organizational vision and adaptability to dynamic market conditions. Furthermore, strategic alliances and innovation were found to strengthen competitiveness, operational efficiency, and responsiveness to evolving customer demands. The study recommended that mobile telecommunication firms in Kenya invest in continuous leadership development, actively pursue strategic alliances, and leverage innovation to sustain competitive advantage. Future research could examine the individual effects of these strategic management practices on specific performance indicators such as financial outcomes, customer satisfaction, and market share

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Published

2025-11-23

How to Cite

Ngeto, N. S., & Amuhaya, J. (2025). Strategic Management Practices and Organizational Performance of Mobile Telecommunication Firms in Kenya. International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p), 3(3), 324–342. https://doi.org/10.61108/ijsshr.v3i3.239

Issue

Vol. 3 No. 3 (2025): International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p)

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