STRATEGY IMPLEMENTATION DRIVERS IN CORRELATION WITH STRATEGIC PERFORMANCE
The saturation of the telecommunications market has led to intense competition among firms in Nigeria. In light of Resource-Based Theory, mobile telecommunications firms can use their human resources, financial resources, flexible organizational structure, strong organisational policies and employee...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Chijioke NWACHUKWU [verfasserIn] Minh VU HIEU [verfasserIn] Helena CHLÁDKOVÁ [verfasserIn] Olatunji FADEYI [verfasserIn] |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch ; Französisch |
| Erschienen: |
2019 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
In: Management & Marketing - Universitaria Press Craiova, 2009, (2019), 1, Seite 19-38 |
|---|---|
| Übergeordnetes Werk: |
year:2019 ; number:1 ; pages:19-38 |
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| 520 | |a The saturation of the telecommunications market has led to intense competition among firms in Nigeria. In light of Resource-Based Theory, mobile telecommunications firms can use their human resources, financial resources, flexible organizational structure, strong organisational policies and employee commitment to execute effective strategies and enhance strategic performance. This study used correlation analysis technique to examine the relationship between strategy implementation drivers and strategic performance. The authors used a census survey method to collect data from managers who are responsible for executing strategy and strategic decision making in four mobile telecommunication firms in Nigeria. All the five hypotheses were found to be statistically significant. Strategy implementation drivers of human resources, financial resources, organizational structure, organisational policy and employee commitment to strategy implementation were positively and significantly correlated with strategic performance. The authors concluded that mobile telecommunication firms must pay close attention to strategy implementation drivers to improve strategic performance. | ||
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The saturation of the telecommunications market has led to intense competition among firms in Nigeria. In light of Resource-Based Theory, mobile telecommunications firms can use their human resources, financial resources, flexible organizational structure, strong organisational policies and employee commitment to execute effective strategies and enhance strategic performance. This study used correlation analysis technique to examine the relationship between strategy implementation drivers and strategic performance. The authors used a census survey method to collect data from managers who are responsible for executing strategy and strategic decision making in four mobile telecommunication firms in Nigeria. All the five hypotheses were found to be statistically significant. Strategy implementation drivers of human resources, financial resources, organizational structure, organisational policy and employee commitment to strategy implementation were positively and significantly correlated with strategic performance. The authors concluded that mobile telecommunication firms must pay close attention to strategy implementation drivers to improve strategic performance. |
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The saturation of the telecommunications market has led to intense competition among firms in Nigeria. In light of Resource-Based Theory, mobile telecommunications firms can use their human resources, financial resources, flexible organizational structure, strong organisational policies and employee commitment to execute effective strategies and enhance strategic performance. This study used correlation analysis technique to examine the relationship between strategy implementation drivers and strategic performance. The authors used a census survey method to collect data from managers who are responsible for executing strategy and strategic decision making in four mobile telecommunication firms in Nigeria. All the five hypotheses were found to be statistically significant. Strategy implementation drivers of human resources, financial resources, organizational structure, organisational policy and employee commitment to strategy implementation were positively and significantly correlated with strategic performance. The authors concluded that mobile telecommunication firms must pay close attention to strategy implementation drivers to improve strategic performance. |
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The saturation of the telecommunications market has led to intense competition among firms in Nigeria. In light of Resource-Based Theory, mobile telecommunications firms can use their human resources, financial resources, flexible organizational structure, strong organisational policies and employee commitment to execute effective strategies and enhance strategic performance. This study used correlation analysis technique to examine the relationship between strategy implementation drivers and strategic performance. The authors used a census survey method to collect data from managers who are responsible for executing strategy and strategic decision making in four mobile telecommunication firms in Nigeria. All the five hypotheses were found to be statistically significant. Strategy implementation drivers of human resources, financial resources, organizational structure, organisational policy and employee commitment to strategy implementation were positively and significantly correlated with strategic performance. The authors concluded that mobile telecommunication firms must pay close attention to strategy implementation drivers to improve strategic performance. |
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In light of Resource-Based Theory, mobile telecommunications firms can use their human resources, financial resources, flexible organizational structure, strong organisational policies and employee commitment to execute effective strategies and enhance strategic performance. This study used correlation analysis technique to examine the relationship between strategy implementation drivers and strategic performance. The authors used a census survey method to collect data from managers who are responsible for executing strategy and strategic decision making in four mobile telecommunication firms in Nigeria. All the five hypotheses were found to be statistically significant. Strategy implementation drivers of human resources, financial resources, organizational structure, organisational policy and employee commitment to strategy implementation were positively and significantly correlated with strategic performance. 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