Strategic planning systems, Organizational learning, strategy Implementation and performance of firms In export processing zones in Kenya
Abstract
The main objective of this study was to determine the influence of strategic planning
systems, organizational learning and strategy implementation on performance of firms
in the EPZ in Kenya. This study premised on the view that strategic planning systems
influences performance both directly as well as through mediation and moderation
effects. This study adopted a multi theoretical approach where an integration of the
open systems theory, the resource based view, dynamic capabilities theory, 4i
(Intuition, Interpretation, Integration, Institutionalization) framework of
organizational learning and institutional theory formed the theoretical anchorage. The
study adopted a positivistic orientation utilizing cross section research design. To
achieve the objectives, five hypotheses were tested. Objective one was subdivided
into four sub hypotheses focusing on planning resources, management participation
and planning techn iques and confirmed significant resu Its only on non financial
performance except planning resources. Similarly, objective two confirmed
significant influence on non financial performance. Notably, the third and fourth
objectives confirmed the mediation of organizational learning and moderation of
strategy implementation while objective five which focused on joint influence
confirmed significant results on both the financial and non financial performance
measures. The find ings of this study are partially consistent with past studies. These
results supported the theoretical view that firms achieve superior performance through
the configuration of resource bundles and transformation of learning and
implementation processes into valuable dynamic capabilities. This study extends the
knowledge frontiers in the field of strategic management through the discovery that
strategic planning systems affect firm performance both directly and indirectly
through mediation of organizational learning and moderation of strategy
implementation. It supports the perspective that a firm's competitive advantage is a
function of scarce, valuable and inimitable resources within the planning systems. The
find ings provide diverse implications on theory, policy and practice. Policy makers
will utilize the find ings from the study as a device of determining key success factors
within EPZ firms. In essence, the policies informed by these findings will facilitate
the achievement of the Vision 2030. Future studies need to focus on other planning
techniques and moderating variables in different relationships.
Publisher
University of Nairobi