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EFFECT OF COMPETITIVE STRATEGY ON ORGANISATION PERFORMANCE IN MANUFACTURING FIRM
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Table of contents
CHAPTER ONE: INTRODUCTION 1
1.1 Background to the Study 1
1.2 Statement of the Problem 4
1.3 Objective of the Study 5
1.4 Research Questions 5
1.5 Hypotheses 6
1.6 Significance of the Study 6
1.7 Scope of the Study 7
1.8 Operational Definition of Terms 7
CHAPTER TWO: LITERATURE REVIEW 8
2.1 Conceptual Review 8
2.1.1 Meaning of Competitive Strategy 8
2.1.2 The Competitive Environment 12
2.1.3 Competitive Priorities 14
2.1.4 Organisation Performance 17
2.2 Theoretical Review 19
2.2.1 Resource-Based View 19
2.3 Empirical Review 21
CHAPTER THREE: METHODOLOGY 25
3.1 Research design 25
3.2 Target Population 25
3.3 Sample and Sampling Technique 25
3.4 Data collection Instruments and Procedures 26
3.5 Validity of the Instrument 26
3.6 Reliability of the Instrument 26
3.7 Method of Data Analysis 27
3.8 Limitations of the Study 27
CHAPTER FOUR: RESULTS 28
4.1 Analysis of Respondents’ Demographic Characteristics 28
4.2 Analysis of Questionnaire Items 30
4.3 Test of Hypotheses 39
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS 43
5.1 Summary 45
5.2 Conclusion 45
5.3 Recommendations 45
5.4 Suggestions for Further Studies 47
REFERENCES 48
APPENDIX: QUESTIONNAIRE 52
Abstract
The aim of this study was to examine the effect of competitive strategy on organisation performance in manufacturing firm. Specifically, the study sought to determine effect of differential, cost leadership, market focus and corporate growth strategies on organisation performance. Descriptive survey research design was adopted by this study and the target population was 71 who were staff in the Lafarge Cement Plc. Census sampling techniques was used to pick the entire population of the study. Data generated through questionnaire were analysed using descriptive statistics of percentage and inferential statistics of chi-square with the aid of statistical package for social science. Findings revealed that differentiation strategy, cost leadership strategies, market focus strategies and corporate strategies have significant effect on organizational performance. The study concluded that competitive strategies have significant effect on organisational performance. It was suggested that competitive strategies should be adopted due to its great influence on organisational performance as revealed by the findings.
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