Organisational Performance as Outcome of Strategic Partnerships in the Context of Selected Quickmart Supermarkets in Nairobi City County, Kenya
DOI:
https://doi.org/10.70619/vol5iss2pp1-9Keywords:
Strategic partnerships, strategic objectives organisational performanceAbstract
Quickmart supermarket as part of the retail sector is still fragmented with 53 stores across the country that has many opportunities of few competing stores and untapped market in a Kenyan population of above 53 million. Quickmart extended its outlets in Uganda and Rwanda and has its shares listed in Uganda and Rwanda Stock Exchange, yet it has not adequately secured the high demand of products and services in the sector. This study explored the effects of strategic partnerships as an aspect of strategic objectives on the performance of Quickmart Supermarket in Nairobi City County, Kenya. The study employed a descriptive research design to target a population size of 588 respondents in six Quickmart supermarkets in the region. The sample size was 258 participants. Primary and secondary data was collected using questionnaires and secondary sources respectively. Data was utilized for analysis by employing descriptive and inferential statistics. Findings indicate a significant positive relationship between strategic partnerships and the organizational performance of Quickmart supermarkets in Nairobi City County. Business partnerships are found to drive market expansion and innovation. The study concludes that a multifaceted strategic approach significantly boosts Quickmart supermarket's performance highlighting the importance of continuous improvement and adaptation in a competitive retail environment.
References
Arasa, R. M., & Achuora, J. O. (2020). Strategic inventory management practices and the performance of supermarkets in Nairobi city county, Kenya. European Journal of Business and Management Research, 5(2).
Assensoh-Kodua, A. (2019). The resource-based view: A tool of key competency for competitive advantage. Problems and Perspectives in Management, 17(3), 143.
Barney, J. B., & Harrison, J. S. (2020). Stakeholder theory at the crossroads. Business & Society, 59(2), 203-212.
Diba, A. G., & Omwenga, J. Q. (2019). Influence of strategic orientation on firm performance of retail supermarkets in Kenya. International Academic Journal of Human Resource and Business Administration, 3(5), 296-315.
Didonet, S. R., Fearne, A., & Simmons, G. (2020). Determining the presence of a long-term/short-term dilemma for SMEs when adopting strategic orientation to improve performance. International Small Business Journal, 38(2), 90-110.
Freeman, R. E., Dmytriyev, S. D., & Phillips, R. A. (2021). Stakeholder theory and the resource-based view of the firm. Journal of Management, 47(7), 1757-1770.
Freeman, R. E., Harrison, J. S., Wicks, A. C., Parmar, B. L., & De Colle, S. (2010). Stakeholder theory: The state of the art.
Gatutha, P. G., & Namusonge, M. (2020). Competitive strategies and the performance of supermarkets in Nairobi City, Kenya. International Academic Journal of Human Resource and Business Administration, 3(9), 291-303.
Gupta, A., & Gupta, N. (2022). Research methodology. SBPD Publications.
Kanano, A. G., & Wanjira, J. (2021). Strategic management practices and performance of supermarkets in Nakuru county, Kenya. International Academic Journal of Human Resource and Business Administration, 3(9), 385-399.
Kigwiru, V. K. (2022). The Competition Authority of Kenya Retail Trade Code of Practice. Available at SSRN.
Langrafe, T. D. F., Barakat, S. R., Stocker, F., & Boaventura, J. M. G. (2020). A stakeholder theory approach to creating value in higher education institutions. The Bottom Line, 33(4), 297-313.
Mugenda, O. M., & Mugenda, A. G. (2003). Research methods: Quantitative & qualitative approaches (Vol. 2, No. 2). Nairobi: Acts Press.
Mwai, K., Ntale, J., & Ngui, T. (2018). Effect of entrepreneurial orientation on the performance of family-owned businesses: A case study of supermarkets in Nairobi county. International Academic Journal of Innovation, Leadership and Entrepreneurship, 2(2), 73-92.
Mwangi, P., & Ragui, M. (2021). Relationship between supplier collaboration and retail stores performance in Nairobi County, Kenya: Intervening role of supply chain resilience. International Academic Journal of Human Resource and Business Administration, 3(10), 46-66.
O'Dwyer, M., & Gilmore, A. (2018). Value and alliance capability and the formation of strategic alliances in SMEs: The impact of customer orientation and resource optimisation. Journal of Business Research, 87, 58-68.
Pandey, P., & Pandey, M. M. (2021). Research methodology tools and techniques. Bridge Center.
Robson, M. J., Katsikeas, C. S., Schlegelmilch, B. B., & Pramböck, B. (2019). Alliance capabilities, interpartner attributes, and performance outcomes in international strategic alliances. Journal of World Business, 54(2), 137-153.
Samsudin, Z., & Ismail, M. D. (2019). The concept of theory of dynamic capabilities in changing environment. International Journal of Academic Research in Business and Social Sciences, 9(6), 1071-1078.
Slack, N., Singh, G., & Sharma, S. (2020). Impact of perceived value on the satisfaction of supermarket customers: developing country perspective. International Journal of Retail & Distribution Management.
Zaridis, A., Vlachos, I., & Bourlakis, M. (2021). SMEs strategy and scale constraints impact on agri-food supply chain collaboration and firm performance. Production Planning & Control, 32(14), 1165-1178.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Caroline Mukai Mutisya, Chrispen Maende
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
