https://edinburgjournals.org/journals/index.php/journal-of-strategic-management <p><span style="font-weight: 400;">Journal of Strategic Management is published by EdinBurg Journals &amp; Books. It covers publications and papers in the fields of Strategy and Institutional &amp; Corporate Management. </span></p> <p><span style="font-weight: 400;">It is reviewed by the </span><strong>EdinBurg Editorial Board</strong><span style="font-weight: 400;"> which consists of the world's best selling authors and writers. Journal has been globally indexed and with papers from all over the world.</span></p> <p><strong>Online ISSN: 2789-4851</strong></p> <h3><strong>DOI prefix: 10.70619</strong></h3> <h3>Submission Email: <a href="mailto:manuscripts@edinburgjournals.org">manuscripts@edinburgjournals.org</a></h3> <h3>Oline Submission: <a href="https://edinburgjournals.org/online-submissions/">https://edinburgjournals.org/online-submissions/</a></h3> EdinBurg Peer Reviewed Journals & Books Publishers en-US Journal of Strategic Management 2789-4851 https://edinburgjournals.org/journals/index.php/journal-of-strategic-management/article/view/442 <p>This research aimed to assess the influences of knowledge management processes on employee performance in food manufacturing firms in Kenya; and decomposed processes into three constructs of knowledge creation, sharing and application.&nbsp; The study adopted post-positivism philosophy and used explanatory research design with stratified proportionate sampling technique. A sample of 384 respondents from a target population of about 12,643 employees from 60 food manufacturing firms was obtained using Fisher’s (1991) formula. A 5-point Likert scale questionnaire was used to collect primary data - quantitative and qualitative, which underwent descriptive and inferential analyses. The study findings revealed that knowledge management processes had a positive and significant relationship with employee performance as t_cal=15.184&gt;t_crit=1.96 at p=0.000. Thus, null hypothesis that knowledge management processes have no significant influence on employee performance was rejected; with regression outcome of β=0.676, p=0.000 indicating that a unit enhancement in knowledge management processes results in employee performance enhancement by similar units in the same direction. The study concluded that knowledge management processes influence employee performance. Industry management should ensure continuous needs assessment on knowledge management processes, for continued suitability to support knowledge management system and facilitate employee performance.&nbsp;</p> Samuel Onjolo Copyright (c) 2025 Samuel Onjolo https://creativecommons.org/licenses/by-nc-nd/4.0 2025-03-08 2025-03-08 5 1 1 22 10.70619/vol5iss1pp1-22 https://edinburgjournals.org/journals/index.php/journal-of-strategic-management/article/view/453 <p>The contemporary operational environment of organizations is characterized by rapid shifts and heightened unpredictability, driven by factors such as evolving consumer behaviour, globalization, increased competition, and market deregulation. This study investigates the impact of competitive strategies cost leadership, differentiation, customer focus, and growth on the performance of deposit-taking Savings and Credit Cooperative Societies (SACCOs) within Nairobi City County, Kenya. Grounded in the resource-based view, configuration theory, and goal-setting theory, the study utilized a descriptive research design targeting 215 administrative employees across various SACCOs. A stratified proportionate sampling method was employed to select 109 participants. Data were collected using semi-structured questionnaires, and analyzed through the Statistical Package for Social Sciences (SPSS), focusing on descriptive and inferential statistics, including regression and correlation analyses. The findings revealed that cost leadership strategies, particularly cost adjustments and competitive pricing, significantly improved operational efficiency and organizational performance. Differentiation strategies centred on offering unique value-based products, were also positively correlated with better performance outcomes. Additionally, customer-focused strategies were shown to enhance customer satisfaction and loyalty, while growth strategies, such as market penetration and product development, contributed to increased SACCO performance. The study concludes that the effective implementation of these competitive strategies is essential for boosting the performance of SACCOs. Recommendations include investing in technological innovation, fostering strategic alignment, and institutionalizing continuous strategy monitoring. Future research should explore the impact of organizational culture and external environmental factors on SACCO's performance.</p> Timothy Muchiri Janet Muthimi, PhD Copyright (c) 2025 Timothy Muchiri, Janet Muthimi, PhD https://creativecommons.org/licenses/by-nc-nd/4.0 2025-03-27 2025-03-27 5 1 23 42 10.70619/vol5iss1pp23-42