Strategic Performance Research Articles

Impact of Critical Success Factors on International ISO Accreditation for the Botswana Public Health Laboratories

The purpose of this study is to identify critical success factors and their impact on implementation of quality management system at selected Public Health Laboratories in Botswana. The study population was from the targeted seven accredited Public Health Laboratories in Botswana. Data on critical success factors was collected using a questionnaire. The questions were based on the critical success factors for implementation of total quality management identified during the literature review. Ten Critical Success Factors for successful implementation of the quality management system were rated by a group of questions using a five point Likert scale method. The 5-point Likert scale includes the items: strongly agree, agree, neutral, disagree, and strongly disagree. Strongly agree was assigned a score of 5, agree is assigned a score of 4, neutral is assigned a score of 3, disagree is assigned a score of 2 and strongly disagree a score of 1. The mean of the assigned ratings is 3.0. Critical success factors which score mean greater than 3.0 will be classified as agree while those mean less than 3.0 will be classified as disagree. All the ten critical success factors had a mean above of 3.0, with a range of 4.77 to 3.57. All the ten success factors were deemed critical; Employee empowerment Strategic quality planning, Process management, Performance management, Quality culture, Management and leadership, Training, Supplier Management, Customer focus, Information analysis.

Strategic Performance Analysis of POP MART Based on a Balanced Scorecard Model

As a new category that integrates art and creativity, tide play has become a hot consumption phenomenon. Compared with other countries, China's tide play industry has significant advantages in market size, industrial chain development and cultural deposits. As a representative local fashion enterprise, POP MART has its own unique genes in IP creation and supply chain advantages, so it has found a suitable development direction and made ahead on the road to build a comprehensive operation platform covering the whole fashion toy industry chain. This paper will use the four dimensions of the balanced scorecard, namely, financial, customer, internal operations, learning and growth, the bubble mart company strategic performance analysis, and according to the analysis results to predict the company in the process of expanding the business landscape, and give the corresponding Suggestions, for the company to improve profitability, optimize the internal management, enhance the value of the company can provide theoretical support, but also for the same type of other companies performance evaluation to provide reference.

Effect of Production Flexibility on Performance of State-Owned Sugar Companies in Western Region, Kenya By IJISRT

The underperformance of the Kenyan sugar sector is a major issue that is affecting the ability of the sector to generate revenues or profits that can be used for supporting economic growth and development. Even though the current sugarcane cover is more than 220,000 ha, productivity has remained low achieving only 55 tonnes/ha. Meanwhile, production costs rose sharply reaching US$1007/tonne in 2018. Strategic flexibility in the form of production flexibility has been proposed as a potential solution to help improve the performance and competitiveness of the sugar sector. The aim of this study was to examine the effects of production flexibility on the performance of state-owned sugar companies in Western Kenya. A cross-sectional interview was conducted on a sample of 63 supervisors from the sugar factors selected (Miwani, Mumias, Nzoia, Sony Sugar, Muhoroni and Chemelil Sugar Companies). The regression analysis depicting the relationship between the strategic performance of these organizations and the production flexibility approaches put in place shows that the relationship was significant, F (9, 53) = 27.076, p = 0.000. In this relationship, there was a strong positive relationship between production flexibility and the strategic performance of the organizations in the market. Therefore, the relationship implied that the amount of responsiveness to potential changes in the market through product design changes and the development of new products and new services was pivotal for the strategic performance and productivity of the factories. The other two factors included in the model namely education and years of experience of the employees did not affect the strategic performance of these factories. From the study, it is recommended that there is need for public sugar companies to adjust production capacity, adopt automation and evolving technologies so as to improve on their performance and be able to remain competitive in the market.

Strategic planning and organizational performance in food business: The role of organizational trust and pandemic planning

BACKGROUND: Strategic planning is very important in achieving sustainable organizational performance. Therefore, leaders need to pay attention to their planning by considering the conditions they face. OBJECTIVE: This study aims to investigate the relationship between strategic planning and performance with organizational trust as a mediator and pandemic planning as a moderator. METHODS: A survey technique was used to obtain cross-sectional data on 227 food business leaders (restaurants and cafes). Furthermore, the data were analyzed using Hayes Process Macro models 4 and 8 to answer the research hypothesis. RESULTS: The results showed that strategic planning had a positive effect on organizational trust and performance. Moreover, the relationship between strategic planning and performance was mediated by organizational trust and moderated by pandemic planning. However, pandemic planning was not proven as the moderator on the relationship between strategic planning and organizational trust. CONCLUSIONS: This study contributes to the performance of the food business by relating strategic planning, pandemic planning, and trust as the drivers of organizational sustainability. Moreover, the findings have implications for leaders that the interaction of pandemic planning needs to be considered in efforts to improve organizational performance during the COVID-19 period.

Strategic alignment in multispecialty hospitals: Implementing a balanced scorecard approach for optimal performance

The study investigates the relationship between strategic alignment, balanced scorecard (BSC) implementation, and optimal performance (OP) in multispecialty hospitals. Data from 530 healthcare professionals in Lucknow, Varanasi, Kanpur, and Prayagraj were collected using a cross-sectional design. Descriptive statistics, correlation analysis, and regression analysis were employed for data analysis. The results demonstrate significant positive relationships between strategic alignment, balanced scorecard, and optimal performance. Both strategic alignment and balanced scorecards were identified as significant predictors of optimal performance, indicating that higher scores in these constructs are associated with higher levels of performance. The findings underscore the critical role of strategic alignment and performance measurement frameworks in enhancing organizational performance in healthcare settings. However, the study faces limitations, including reliance on self-reported data and limited generalizability to other healthcare settings and regions. Future research should explore longitudinal or experimental designs and incorporate objective performance measures to enhance the validity and generalizability of the findings. Overall, the study contributes to understanding strategic management practices in healthcare organizations and highlights avenues for further research in this area.

Strategic audit and its role in the performance of non-profit units

The research aims to demonstrate the importance of strategic auditing in economic units as it is considered one of the tools used to increase confirmation of the information provided by the administration in how it exploits the resources available to the economic unit، which leads to reducing risks and increasing opportunities for management to benefit from the resources available to it. One of the important reasons that necessitated choosing this title is to spread the culture of strategic auditing among the control and internal audit departments in the economic units، as well as benefiting from the development occurring in the field of internal auditing in the economic units in the rest of the institutions operating in developed countries. The descriptive and analytical system was adopted، and the statistical methods that were used in the analysis depended on the Cronbachalpa equation to measure the extent of consistency in performance to measure and ensure the internal consistency of the questions included in the questionnaire form، the use of descriptive statistics، and the use of independent sample tests. T-Test). Using a simple linear regression model to measure the effect of hypotheses. The research reached a set of conclusions and recommendations، and one of the most important of these conclusions was that strategic audit is considered a type of audit based on examining and evaluating strategic performance to ensure that operations are conducted according to sound principles to ensure planned results. Likewise، strategic audit represents a comprehensive system for various strategic levels ( Pre-or preventive audit، simultaneous audit - inspection - and post-audit - feedback -). The most important recommendations recommended by the research are to intensify training courses for the auditor in order to increase experience، as well as greater attention to the aspect of strategic auditing because of its great importance in determining the course of the economic unit.

Strategic alliances and social performance of microfinance institutions in Indonesia

AbstractThe objective of this study is to understand how strategic alliances and dynamic capabilities influence the performance of microfinance institutions (MFIs) in Indonesia. The research was conducted on a sample of 235 CEOs/top leaders of MFIs spread across all provinces in Indonesia. Data collection used survey questionnaires. Data testing used SPSS version 25, and structural modeling used Amos version 25. The findings show that strategic alliances significantly influence dynamic capabilities and dynamic capabilities significantly influence social performance. Social performance has a significant effect on financial performance. MFIs are important in establishing strategic alliance and strengthening their dynamic capabilities to improve social performance (depth and breadth of reach) and affect financial performance. Social performance includes the depth of the reach to contribute to improving the quality of life of people experiencing poverty around the MFI's operations and the social responsibility of MFIs to the community through scholarships, free medical assistance, basic food assistance, and building/renovating houses of worship and others.

Effect of Strategic Leadership on Performance of SMEs During Covid-19 Pandemic in Nairobi County, Kenya

The global economy and enterprises have faced significant impacts due to the COVID-19 pandemic, necessitating leadership styles capable of navigating change and uncertainty effectively. Strategic leadership has emerged as a promising approach for establishing agile strategies amidst rapid transformations in business environments. This study aimed to assess the impact of strategic leadership on the performance of Small and Medium-sized Enterprises (SMEs) during the pandemic in Nairobi County, Kenya. Employing a descriptive and correlational research design, the study targeted 584 respondents from various SME industries in Kenya, with 237 respondents obtained using a stratified random sampling technique. Descriptive and inferential statistics, including correlation and regression analyses, were conducted using SPSS version 23. The findings revealed that SMEs in Nairobi County recognized the importance of strategic leadership for their prosperity, with a significant positive correlation between strategic leadership and performance (r (183) = 0.430, p < 0.05). Strategic leadership accounted for 18.5% of performance variance, indicating a substantial impact (F (1,181) = 41.174, p < 0.05). Moreover, the intercept between strategic leadership and performance showed a notable improvement (β = 0.230, p < 0.01), suggesting a 23% performance enhancement with effective strategic leadership implementation. In conclusion, the majority of SMEs in Nairobi County demonstrated strong strategic leadership, fostering absorptive and adaptive capacities crucial for navigating turbulent business environments. The study underscores the importance of institutionalizing strategic leadership within SMEs to enhance their ability to formulate and execute strategies effectively amidst rapid changes.

Accreditation in Hospital Health Based on the Competence Profile of Institutional Quality Management

Health accreditation is based on ensuring the level of quality in care, structural and process care, thus defining the reflection of the performance of a continuous improvement of population health services. The present context aims to highlight the responsibilities regarding management conduct within the accreditation scenario, with an analytical and reflective view of the established information. The basis was based on scientific productions related to the theme with an active and retrospective search of the last ten years, the databases that permeate the composition are concise and coherent, using the discourse of the authors to construct the proposal. In general, caution was expressed regarding operational health services related to continuous accreditation and the qualification of the demand for assistance and strategic clinical performance, the health system being a complex enabled to the growing population adaptation with tools of breadth and integration of care, with potential for quality efficiency to reach its executions.

Strategic performance blueprint: Optimizing business performance through tailoring strategic postures to environmental and institutional contexts

ABSTRACT In a world where one-size-fits-all strategies are increasingly inadequate, this study examines the strategic triad of entrepreneurial orientation (EO), market orientation (MO), and entrepreneurial marketing (EM) and their context-varied effects on organizational performance. Using structural equation modeling and data representing diverse sets of U.S. organizations and industries, we demonstrate that when market growth is slow, supplier power is strong, and competitive intensity is low, EO outperforms MO and EM. Smaller organizations and those with less diverse and smaller networks are better suited for EO. MO functions best in stable markets with significant growth and limited supplier power, as well as for large organizations and those with strong and diversified networks. EM works best for mid-sized organizations and those with weak networks and in environments of high supplier power, intense competition, and high market turbulence. Offered vignettes demonstrate which strategic posture should be chosen by executives in different contexts.

Barriers To Implementation of Quality Management Systems (Qms), of Accredited Public Health Laboratories, In Botswana

The purpose of this study is to identify factors that hinders the implementation of Quality Management Systems(QMS)in selected Public Health Laboratories. The study population was from the targeted seven accredited Public Health Laboratories in Botswana. Data on critical success factors and their respective elements was collected using a questionnaire. The questions were based on the critical success factors for implementation of total quality management identified during the literature review. Ten Critical Success Factors were rated by a group of questions using a five point Likert scale method. Strongly agree was assigned a score of 5, agree is assigned a score of 4, neutral is assigned a score of 3, disagree is assigned a score of 2 and strongly disagree a score of 1. The mean of the assigned ratings is 3.0. Critical success factors which score mean greater than 3.0 will be classified as agree while those mean less than 3.0 will be classified as disagree. All the ten success factors were deemed critical but four of the critical factors had elements that were regarded as barriers to QMS implementation. The ten critical success factors identified were;Employee empowerment Strategic quality planning, Process management, Performance management, Quality culture, Management and leadership, Training, Supplier Management, Customer focus and Information analysis. On the contrary, four critical success factors had elements that scored less than 3.5 mean, so the elements were regarded as barriers to QMS implementation; Effective communication between management and employees, Staff compensation not linked to achieving quality goals, Employees are rewarded for their performance and Employees not taking part in evaluating suppliers.

Strategic Manufacturing Network Performance Assessment Tool

Abstract The long-term configuration of the production network includes the allocation of products and processes. Numerous, sometimes conflicting objectives are pursued, such as market access, economies of scale and risk mitigation. However, in order to systematically configure the network, it is necessary to strategically analyse the strengths and weaknesses of the sites. This article presents a fuzzy inference-based approach for the holistic evaluation of the production networks. The tool was applied in two practical case studies. The results and implications are also presented.

Strategic Leadership and Performance: A Study of SITRID International School, Port Harcourt, Rivers State, Nigeria.

This study examines the relationship between strategic leadership and performance of Sitrid International School, Port Harcourt. The population in this study is 63 personnel including directors, administrators, team leads, and supervisors including teaching and non-teaching staff of SITRID International School, Port Harcourt. Census approach was used in this study. This means the entire population was adopted as the sample. The convenience sampling approach, a non-probability sampling technique, was also used in the study. This method of sampling was selected due to the population’s availability and degree of accessibility. The Spearman’s Rank Order Correlation Coefficient was used for the analysis. 63 copies of the questionnaire were distributed. Only 59 copies were retrieved and analysed. The conclusion reached was that; leadership is urged to create an organic organisational structure when there are plenty of dynamic skills available in order to effectively utilise these dynamic talents. In fact, the absence of an organic framework may limit the benefits of dynamic capabilities and lower their return on investment

Relationship between Idealized Influence (II) and Performance Contracts (PC) in Road Agencies in Kenya

Purpose: This study entailed a diagnostic analysis of the relationship between idealized influence and performance contracts in road agencies in Kenya. The objective of this research was to investigate the relationship between idealized influence and performance contracts in road agencies in Kenya. Operationalization of variables included idealized influence as an independent variable and performance contracts as a dependent variable. Theories that guided the study included transformational leadership theory and public management theory.
 Materials and Methods: Descriptive research design was used for the study and pragmatism was adopted as the philosophical framework for the research. Convergent parallel mixed method approach was adopted where data was collected through questionnaires for quantative data and structured interviews for qualitative data. The target population for the research was all staff members at top management and other officers in job group 6 (six) and above for the three road agencies in Kenya. These road agencies included Kenya National Highway Authority (KeNHA), Kenya Urban Roads Authority (KURA) and Kenya Rural Roads Authority (KeRRA). Data collected was analyzed through descriptive statistics, inferential analysis and hypothesis testing. The collected data was presented through tables and figures. Findings from the above analysis indicated that the performance contracts process and its outcomes in road agencies in Kenya could be predicted by idealized influence. The null hypothesis was rejected as p value was less than p<0.05 threshold of significance level and the study concluded that idealized influence has a significant relationship with performance contracts in road agencies in Kenya.
 Findings: The study rejected the null hypothesis that there is no significant relationship between idealized influence and performance contracts in road agencies in Kenya. The foregoing was supported by both results and findings from descriptive statistics, hypothesis tested and structured interviews conducted in the three road agencies. Leaders who were interviewed in these road agencies indicated that they also practiced integrity and leadership behaviors that could be emulated by their followers.
 Implications to Theory, Practice and Policy: The study thus supported the transformational leadership theory that was adopted for the study. Further, the study has bridged and addressed gaps on motivation, training and lack of leadership as identified in the statement of problem. This study has recommended that policy makers in road agencies should include idealized influence in their leadership and also align it with their strategies as detailed in strategic plans, performance contracts and individual workplans to enhance motivation, training and capacity building among employees of the studied organizations. The study also contributed to the transformational leadership theory as the was supported by the findings that leaders in these organizations should be role models and practice integrity in the process of performance contracting in road agencies. The study further recommended that policy makers in road agencies should entrench appropriate leadership (transformational leadership) during the process of performance contracting in road agencies.

ANALYSING THE PERFORMANCE OF A MANUFACTURING FIRM USING HIERARCHICAL APPROACH

There is a growing demand for manufacturers from within and outside the company to embrace stakeholder-satisfying production techniques. As a result, companies undertake a wide range of assessments as part of their strategic planning and performance monitoring processes. The Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis is used in strategic planning that helps businesses evaluate their current standing. In addition, through the Analytic Hierarchy Process (AHP), a pairwise comparison may be made between elements or criteria to prioritise them, making the SWOT analysis and multicriteria decision making method more effective. The purpose of the combined approach is to raise the effectiveness of strategic planning inside a business. This paper does a SWOT analysis of a small Kerala manufacturing company, outlining its strengths, weaknesses, opportunities, and threats. First, the company's strengths, weaknesses, opportunities, and threats (SWOT) are determined via an internal poll. Then, the AHP (analytic hierarchy process) compares alternatives by contrasting them head-to-head. The results of the company-wide poll of experts landed on seventeen distinct elements. With this information, the manufacturing firm can decide how best to boost its operations.

Nurturing as a Masculinity-Femininity Dimension and Performance of Multinational Corporations in Uganda

This paper examined the influence of nurturing as a masculinity-femininity dimension on performance of multinational corporations (MNCs) in Uganda. Specifically, it focused on aspects of nurturing that included relationship building and negotiations as key attributes to strategic business performance. The justification for this study was that MNCs in Uganda were under-performing given that they were finding it difficult to continue running their businesses profitably to the extent that some decided to close down. A cross-sectional research design that relied on quantitative approach was employed involving 50 participants who filled in a questionnaire. Two methods of analysis involved simple regression analysis and a multiple regression analysis. Results revealed that both relationship building and negotiations had significant positive influence on performance of MNCs in Uganda. In particular, poor work relationship building and work negotiations among MNCs’ employees contributed to poor performance of MNCs in Uganda. The study recommends MNCs to align their strategic vision and mission towards nurturing to instilling employee work relationship building and negotiations toward achieving the objectives of the MNCs.

Pengaruh Key Performance Index Terhadap Motivasi Dan Kinerja Karyawan

Key Performance Indicator (KPI) is a metric or key indicator used to measure the performance of an organization, department, or individual in achieving set goals and objectives. KPI serves as a tool to evaluate how successfully an entity is achieving its strategic performance targets. This research aims to gain a deep understanding of the concept of Key Performance Indicator (KPI), motivation, and employee performance through a review of scholarly literature. By dissecting information from the literature, this research hopes to provide a strong theoretical foundation and contribute to a practical understanding of the impact of KPI on employee motivation and performance in an organizational context. The contribution of KPI in managing and aligning employee performance becomes a solution in providing information on the extent of success in achieving set work targets, identifying, and monitoring measures of success. Certainly, this is done by demonstrating clear, specific, and measurable performance indicators.

Relationship between Strategic Management Practices and Performance of Agro-Veterinary Based Industries: A case Study of Highchem Agro-Veterinary Division

The general aim of this study was to examine the relationship between strategic management decisions and performance in HighChem Agro-veterinary Division. The objectives of the study were to establish the effect of strategic innovation on performance of the Agro-veterinary industry; to investigate the impact of effective cost leadership on the performance of Agro-veterinary based industry; to examine how product differentiation affects the performance of Agro-veterinary based industry; to establish the effects of resource allocation on of the performance of Agro-veterinary based industry. The study has been anchored on three major theories. These theories are the Porter’s framework of competitive advantage; Resource-based theory and blue ocean theory. The study adopted a descriptive cross-sectional analysis. The study’s target population comprised of HighChem Agro-Veterinary Division employees and their distributors. The sample size used was 98 respondents who were selected conveniently. Online questionnaires were used for data collection which had both open and closed ended question. Linear regression was used to establish the relationship between the study variables. The study concluded that strategic resource allocation decisions and cost reduction strategies positively affects the performance of HighChem Agro-Veterinary Division while, strategic innovations and product differentiation negatively affected the performance of HighChem Agro-veterinary Division. Consequently, the study recommended that HighChem Agro-Veterinary Division should continue with its cost reduction strategies as well as its strategic resource allocation decisions while re-looking at its product differentiation and strategic innovation techniques.

The Nexus between Strategic Human Resource Planning and Performance of State Corporations: Perspectives from Kenya

Despite the critical role that strategic human resource planning plays in organizational performance, little is known, particularly with regard to Kenya’s State corporations. This study looked into how well-being of State enterprises in Kenya is affected by strategic human resource planning. The foundation of this investigation was empowerment theory. It was decided to use a cross-sectional study strategy to gather information from respondents. 13 State corporations in Kenya were the study’s target population. The study’s respondents were chosen from middle- and lower-level workers. The target demographic for the study consisted of 304 employees from 13 State Corporations in Kenya. 185 respondents made up the study’s sample size. To choose respondents, a stratified sample strategy was utilized. Structured questionnaires with both open-ended and closed-ended questions were used to gather primary data. Acts of Parliament, service delivery charters, Vision 2030, session papers on public service delivery, and yearly performance reports were used to gather secondary data. Using experts in human resource management, the validity of the study instrument was assessed. The Cronbach Alpha formula, which adopted reliability coefficients of 0.7 as advised in literature was used to assess reliability. Using the content analysis method, major themes from both written and spoken word were examined, and deductive arguments were produced based on the fundamental assumptions of the theories. Statistical Package for Social Sciences version 24 was used to perform the descriptive statistics, correlation, and regression analyses on the quantitative data. At a 95% confidence level and a 5% significance level, mean scores, standard deviations, percentages, and frequencies were utilized to define the components of each variable. The findings disclosed a significant and positive link between strategic human resource planning and performance of State corporations. The study concludes that for improved performance of State corporations in Kenya, embracing strategic human resource planning in inevitable. According to this report, top leadership in State corporations should make sure that strategic human resource planning strategies are updated to consider the shifting dynamics of the labour market if they want to remain competitive.

Control Mechanisms and Senior Management Commitment in Shaping the Performance of Strategic Information Systems Projects: A Resource Dependence Perspective

Successfully controlling strategic information systems (IS) projects in realizing strategic goals is a primary concern for managers. However, the effectiveness of control may vary with the organizational resources, such as senior management commitment. Using a theoretical lens of resource dependence, this article investigates the mechanism of how senior management commitment, a critical organizational resource, changes the influences of four types of control on the performance of strategic IS projects. Based on a pairwise survey on user liaisons and project managers from 155 strategic IS projects, we discover that behavior control and self-control are effective in improving strategic performance contrary to outcome and clan control. However, such effects are differentially changed by senior management commitment, which increases the effectiveness of outcome and clan control but weakens that of self-control. Thus, senior management commitment has dual roles toward strategic performance in either facilitating or deteriorating control effectiveness. Our findings contribute to control-based theory, resource dependence theory, strategic IS project, and management commitment literature by identifying the interactive effect of senior management commitment and control. Our findings also provide practical insights into how managers substantially control and support strategic IS projects.