Journal of Strategic Management

Organisational Performance as Outcome of Strategic Partnerships in the Context of Selected Quickmart Supermarkets in Nairobi City County, Kenya

Caroline Mukai Mutisya — 2025-05-03

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.

Competitive Strategies and Performance of Property Development Firms in Nairobi City County, Kenya

Sharon Cheruto Kiprotich — 2025-05-15

The purpose of this study was to investigate the connection between competitive strategies and organizational performance in the property development industry in Nairobi, Kenya. The study's particular goals were to determine how organizational performance in Kenya's real estate development sector is impacted by differentiation, cost leadership, and focus strategies. The research design used was descriptive. The study's target demographic consisted of 55 companies that work in Nairobi County's real estate development industry. The quantitative data was examined using descriptive statistics such as mean and standard deviation. Regression and correlation analysis are examples of inferential statistics that were used to show the relationship between the variables. Findings indicated that differentiation strategy had a positive and significant effect with organizational performance of property development firms (β=0.279, p=0.001); cost leadership strategy had a positive and significant effect with organizational performance of property development firms (β =0.573, p=0.000); and focus strategy had a positive and significant effect with organizational performance of property development firms (β=0.213, p=0.004). The study concluded that increasing levels of differentiation lead to improvement in the performance of property development firms. Additionally, introducing new items and improving existing ones through innovation improved the performance of the property development company. The study concluded that Kenyan property development companies increase their operational scale, branch out into allied industries, and enhance their operational procedures to reduce expenses and improve performance. According to the study's findings, property development companies performed better when they increased their level of focus. Offering new items also increased sales, which improved organizational performance even further. To maintain dominant positions and long-lasting advantages until other businesses can copy the firm's distinctive features, which can still be regained by creating new opportunities and strategies that will create new barriers to market entry and another type of competitive advantage, property development companies' management should also continuously innovate. The study suggested that to better foster client loyalty, property development enterprises' management could lower the pricing of their products.

Environmental Scanning and Strategy Formulation on Performance of Mama Lucy Kibaki Hospital, Nairobi City County

Ngugi Salome Nyokabi — 2025-05-15

Kenyan health sector is undergoing reformation because of competition, improvement of Kenya’s health care system as it relates to the economy, and advancements in health care practices. Nairobi's health strategic and investment plan, which the county has committed to following, offers precise direction on major actions government will take to address health issues. However, city public hospitals are still not operating at their optimal level worldwide despite implementation of such frameworks. The study examined the effect of environmental scanning and strategy formulation on performance of Mama Lucy Kibaki Hospital. The study was anchored on Resource-based view theory. Descriptive research design was employed. Target population was management-level employees of Mama Lucy Kibaki hospital. A sample size of 166 was selected using census method. Data was analyzed using descriptive statistics and regression analysis. The study observed that the external environment such as policies of the health sector which are outside its control influence organizational performance greatly. Further, efficiency and quality of service rendered can only be achieved through employees who when involved in strategy formulation will see to it that organizational performance grows overall. In particular, strategy formulation and environmental scanning contribute significantly to the performance of Mama Lucy Kibaki Hospital. The hospital must remain proactive and responsive to these external forces to sustain growth. Broader involvement in the process would increase employee buy-in, drive stronger implementation, and enhance the overall effectiveness of strategic management at the hospital.