Abstract
This paper investigates factors associated with strategic capabilities, market and non-market strategies (NMS), and performance in Ghana. SmartPLS was utilised to analyse 166 middle and top managers in the Accra-Tema district. Two distinct capability-strategy 'paths' to firm performance were identified. Financial performance was driven by technology and marketing capabilities, cost leadership, and political NMS, while non-financial performance was driven by management and marketing capabilities, differentiation, and social NMS. A firm's political involvement leveraged by cost controls and technology improved financial outcomes, while social engagement influenced only non-financial results.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
