Relationship Between Strategic Change and Organizational Performance of Large Printing Firms in Nairobi Kenya

Abstract

Given the many challenges and opportunities in the global marketplace, today’s managers do more than set long-term strategies and hope for the best. Strategic change in organizations has been linked to the organization’s competitiveness and response to changes in the environment. The study seeks to answer the question; what is the relationship between strategic change and organizational performance of large printing firms in Nairobi Kenya? This study used a cross sectional survey which was descriptive in nature. The study sample was 40 large printing firms out of 110 large printing firms in Nairobi. The study used questionnaire to collect primary data. The questionnaire contained both closed and a few open ended questions. Effective strategic change has become essential for the survival of printing firms in Nairobi Kenya. The study revealed that firms experienced success in strategic change. The study established that change in strategic decisions influence organizational performance. Strategic change influences achievement in organizational performance in the printing firms. The study concludes that for high performance in printing firms, management often initiate and lead, not just react and defend. They launch strategic change to secure sustainable competitive advantage and then use their market edge to achieve superior financial performance. Aggressive pursuit of a creative opportunistic strategy, propels a firm into a leadership position, paving way for its goods and services to become the industry standard. The study recommends that organizations should focus on taking the right measure in strategic change in an organization so as to improve organizational performance through increasing firm customer base, asset quality, quality of service, increase in production and increased market share. This was as a result of management taking appropriate measure at the rightful time where strategies seems to fail in achieving set goals, energies and abilities to explicitly enhance strategies that propel organizational performance positively