Influence of Strategic Responses on Project Performance of the Telecommunication Sector: A Case of Telkom Kenya Limited, Nairobi County
Keywords:
strategic pricing, strategic human resource training, strategic lobbying, strategic product developmentAbstract
Purpose: Globalization and the global dynamics of the market are forcing many enterprises, including the telecommunications industry, to develop new strategies. The trends and the dynamic development in the telecommunications market are the starting points for a company's sourcing strategy and they form the framework for action. The purpose of this study was therefore to determine the influence of strategic responses on project performance in the telecommunication sector.
Methodology: The target population was composed all employees of TKL as contained in the personnel register as at 31st January 2015. These are a total of 3000 employees but the study only targeted a population of the 300 management staff. Data collected from the questionnaires was converted from responses to quantitative format for ease in analysis using statistical package for social sciences (SPSS Version 20).
Results: Strategic pricing, sstrategic human resource training, strategic lobbying and strategic product development were all found to be positively and significantly related to project performance.
Unique contribution to theory, practice and policy: The study recommended that Project managers should focus more of their effort on strategic pricing strategy because there was a significant level of effect of penetration pricing strategy on the number of customers, customer loyalty and quality of service, creating and implementing policies and human resource development practices which can ensure their contribution to acquiring the organizational goals.Downloads
References
Acur N. and Englyst L. (2006). Proactive Assessment of Strategy Formulation Processes- how to ensure quality in process and outcome, Int. J. of Operations & Production Management, Vol. 26.
Amit, R. & Shoemaker, P. (2003).Strategic assets and organizational rent.Strategic Management Journal, 14(1),33-46.
Barney, J. (2011). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Chollet,, C., Brion, S., Chauvet, C., Mothe, C &Geraudel, M. (2012). Management.PROJECT.
Detecon Consulting.(2011). Strategic Sourcing in the Telecommunications Industry.Research Study.
Garavan, T.N. (2007). A strategic perspective on human resource development.Advances in Developing Human Resources, 9,11-30.
Garavan, T.N., Costine, P. and Heraty, N. (2005). The emergence of strategic human resource development.Journal of European Industrial Training, 19(10),4-10.
Gichuki, C. K. (2013). Strategic Responses to Environmental Challenges Adopted By Multinational Companies in the Cosmetics Industry in Kenya. Research Thesis.
Guo, B. (2009). Lobby or Contribute? - The Impact of Corporate Governance on Firms' Political Strategies.UniversitatAutonoma de Barcelona.
Hamel, G. &Prahalad, C. (1994).Competing for the Future. Harvard University Press, Boston
Hu, P. (2007). Theorizing strategic human resource development: Linking financial performance and sustainable competitive advantage. In F.M., Nafukho& T. Chermak (Eds.), Proceedings of the Academy of Human Resource Development 2007 International Research Conference. Fayetteville, AR: University of Arkansas
Jones, Marc T. (2002) "˜Globalization and Organizational Restructuring: A Strategic Perspective',Journal of International Marketing, 8 (2): 12-32.
Knight, Gary (2000) "˜Entrepreneurship and Marketing Strategy: The SME under Globalization',
Lindman, T. P. (2002). Open or closed strategy in developing new products? A case study of industrial NPD in SMEs.European Journal of Innovation Management,5(4),224- 236.
Lyon, T & Maxwell, J. (2013).Interest Group Lobbying and Corporate Strategy.Research Paper.
Melody, W. H. (2011).Preparing the information infrastru¬cture for the network economy. In E. Elgar (Ed.), World telecommunications markets: International handbook of telecommunications economics (Vol. III, p. 27). Edward Elgar Publication, Camberley (UK).
Ndirangu, K. S. (2013). Strategic Responses Adopted By Kenol kobil Limited to Changes in the Business Environment in Kenya. Research Thesis.
Pearce, J.A. and Robinson, R.B. (2007) Strategic Management: Strategy Formulation and Implementation. Third Edition, Richard D. Irwin Inc.
Peteraf, M. A & Bergen, M. E (2003). Scanning dynamic competitive landscapes: a market-based and resource-based framework .Strategic Management Journal, 24(10), 1027-1041.
Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press, New York.
Powell, W.W (2001). Competitive advantage: logical and philosophical considerations. Strategic Management Journal, 22(9), 875-888.
Rumelt, R. P. (1991). How much does industry matter? Strategic Management Journal,vol. 12(3), 167-185.
Schendel, D. (2011). Competitive organizational behavior: toward an organizationally: based theory of competitive advantages. Strategic Management Journal, 15, 1-5.
Sharma, K. (2014). Empirical Study of Factors Affecting the Value of Telecom Services: Exploring Telecom Services Value Model. Scientific Paper.
Smart, C. & Vertinsky, I. (2006), Strategy and the environment: A study of corporate responses to crises. Strategic Management Journal 5,199-213. doi: 10.1002/smj.4250050302
Volpe, R. (2011). Evaluating the Performance of U.S Supermarkets: Pricing Strategies, Competition from Hypermarkets, and Private Labels.Journal of Agricultural and Resource Economics 36(3),488-503
Wang, H. L. (2004). A framework to support and understand strategic decision-making in business to-business electronic commerce in The International Workshop on Business and Information.(BAI2004), Taipei.
Zhang, J., Benedetto, C. A., Hoenig, M. (2009) Product Development Strategy, Product Innovation Performance, and the Mediating Role of Knowledge Utilization: Evidence from Subsidiaries in China.Journal of International Marketing. Vol. 17(4),2-58.
Downloads
Published
How to Cite
Issue
Section
License
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
