KWARA STATE UNIVERSITY, MALETE

The University for Community Development

Faculty of Management and Social Sciences

STRATEGIC PLANNING AND ORGANIZATIONAL PRODUCTIVITY IN

TUYIL PHARMACEUTICAL INDUSTRIES LIMITED, ILORIN

BY

FASASI HAMMAD OLAWALE

20D/27BA/01190

AUGUST, 2023

i
STRATEGIC PLANNING AND ORGANIZATIONAL PRODUCTIVITY IN
TUYIL PHARMACEUTICAL INDUSTRIES LIMITED, ILORIN.

BY

FASASI HAMMAD OLAWALE

20D/27BA/01190

A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF

BUSINESS AND ENTREPRENEURSHIP, FACULTY OF

MANAGEMENT AND SOCIAL SCIENCES, KWARA STATE

UNIVERSITY, MALETE.

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF BACHELOR OF SCIENCE DEGREE (B.SC.) IN

BUSINESS ADMINISTRATION

AUGUST, 2023

ii
 DECLARATION
It is hereby declared that this project titled ‘strategic planning and the organizational
productivity in Tuyil Pharmaceutical Industries, Ilorin” was undertaken by the researcher
in the Department of Business and Entrepreneurship, Faculty of Management and Social
Sciences. Kwara State University Malete, Nigeria. The research was carried out under the
supervision of Dr. Olanrewaju Kareem.

The project has not been previously submitted for the award of any degree in this or any
other university. Its ideas and reviews are the product of research conducted by me and
where other ideas were used, the authors have been duly acknowledged.

Fasasi Hammad Olawale

…………………………………….

Student Signature & Date

iii
 CERTIFICATION

I hereby certify that this project written by Fasasi Hammad Olawale with matric. No.

20D/27BA/01190 has been read and approved as meeting the requirements of the

Department of Business and Entrepreneurship, Faculty of Humanities Management and

Social Sciences, Kwara State University Malete, for the award of Bachelor of Science

(B.Sc.) (Hons.) in Business Administration

Dr. Kareem Olanrewaju …………………..

Supervisor Signature/Date

Dr. Brimah Aminu ……………………

Head of Department Signature &

Date

iv
 DEDICATION
I dedicate this project to almighty Allah

v
 ACKOWLEDGEMENTS
My utmost appreciation goes to undisputed God Almighty that has made this

possible, despite all odds of Life, here I am today still living by his Grace.

My deepest gratitude goes to my Project supervisor Dr. Olanrewaju kareem . for his

invaluable guide and assistance, and whose intellectual ability formed the basis upon

which the success of this project rests.

Special thanks to Dr. Zekeri Abu, the H.O.D, Business and Entrepreneurship,

Kwara State University, Malete. Also, the following amazing individuals have served in

the position of immense help in various ways: Prof. Ofoegu, Dr. Aminu Brimah, Dr. A.O

Mustapha, Dr. Falilat Abdul, Dr. Ismaila Yusuf, Dr. Bello Nurudeen, Late Dr. Damilare

Adebola .E., Dr. Bisayo Otokiti, Mr. Ibrahim Lawal, Mr, Gbenga Philips, Mr. Ibrahim .B.

Hamzah d, Mr. AbdulRafiu AbdulRahman, Mr. Paul Adebola, Mr. Adebayo Wasiu, Mr.

Femi Adewoyin, Mrs. Blessing.

I want to appreciate my amazing parents “Mr and Mrs Fasasi” for their wonderful

support, thank you for being my Hero and Heroine always and for your endless support,

care and prayers that kept me going all these years, and to my lovely family, “Sharafa,

Mustapha, Fawaz and Amidat” for their massive support and assistance. Thank you for

been a shoulder to lean on during my stay on Campus.

To my wonderful and supportive friends in person of Mahamud, Shakiru, Dolapo,

Olamide,Mojid, Moshood, Gafar nd my Lovely Girlfriend Adeniyi Fathia . Thanks to you

all, May God bless you.

vi
 TABLE OF CONTENT
Catalog
DECLARATION..............................................................................................................iii
CERTIFICATION.........................................................................................................iv
DEDICATION....................................................................................................................v
ACKOWLEDGEMENTS................................................................................................vi
TABLE OF CONTENT...................................................................................................vii
ABSTRACT........................................................................................................................x
CHAPTER ONE.................................................................................................................1
INTRODUCTION..............................................................................................................1
1.1 Background to the Study................................................................................................1
1.2 Statement of the Problem...............................................................................................2
1.3 Research Questions........................................................................................................3
1.4 Research Objectives.......................................................................................................3
1.5 Research Hypotheses.....................................................................................................3
1.6 Scope of the Study.........................................................................................................4
1.7 Significance of the Study...............................................................................................4
1.8 Operationalization..........................................................................................................5
1.9 Outline of Chapters........................................................................................................5
1.10 Definition of Terms......................................................................................................6
CHAPTER TWO...............................................................................................................8
LITERATURE REVIEW..................................................................................................8
2.0 Preamble...............................................................................................8
2.1 Conceptual Review........................................................................................................8
2.1.1 Concept of Strategic Planning.....................................................................................8
2.1.2Strategic Planning in the Private Sector.......................................................................9
2.1.3Concept of Mission Statement...................................................................................10
2.1.4Concept of Strategic Management Process................................................................10

vii
2.1.5Strategic Management Process..................................................................................12
2.1.5.1 Environmental Scanning........................................................................................12
2.1.5.2 Strategy Formulation..............................................................................................12
2.1.5.3 Strategy Implementation........................................................................................13
2.1.5.4 Strategy Evaluation................................................................................................13
2.1.6 Benefits of Strategic Management............................................................................13
2.1.6.1 Competitive Advantage..........................................................................................14
2.1.6.2 Achieving Goals.....................................................................................................14
2.1.6.3 Sustainable Growth................................................................................................14
2.1.6.4 Cohesive Organization...........................................................................................14
2.1.7 Organizational Productivity......................................................................................15
2.1.8Strategic Planning and Organizational Productivity..................................................16
2.2 Theoretical Review......................................................................................................16
2.2.2 Resource-Based Theories..........................................................................................16
2.2.3 Game-Based Theories...............................................................................................18
2.2.3 Systems Theory.........................................................................................................18
2.3 Empirical Review.........................................................................................................19
Developed Countries..........................................................................................................19
2.4 Gaps in Literature.........................................................................................................33
CHAPTER THREE.........................................................................................................34
METHODOLOGY...........................................................................................................34
3.1 Preamble.....................................................................................................................34
3.2 Research Design.........................................................................................................34
3.3 Research Method.............................................................................................34
3.4 Population of the Study.............................................................................................35
3.5Sample Size Determination...........................................................................................35
3.6Sources of Data Collection............................................................................................36
3.7Method of Data Collection............................................................................................36
3.8 Method of Data Analysis.............................................................................................36

viii
3.9 Validity of Research Instrument................................................................................37
3.10 Reliability of Research Instruments.........................................................................37
3.11 Ethical Consideration...............................................................................................37
CHAPTER FOUR............................................................................................................38
DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS.38
4.1 Preamble.............................................................................................38
4.2Questionnaire’s Response Rat.......................................................................................38
4.3 Presentation of Data.............................................................................................39
4.4 Hypotheses Testing.............................................................................................49
4.4.1 Test for Hypothesis One............................................................................................49
4.4.2Test for Hypothesis Two............................................................................................51
CHAPTER FIVE..............................................................................................................54
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS.........54
5.1 Preamble.............................................................................................54
5.2 Summary of findings.............................................................................................54
5.3 Conclusion.............................................................................................55
5.4 Recommendations.............................................................................................55
5.5Suggestions for further studies......................................................................................56
References..........................................................................................................................57
APPENDIX I.....................................................................................................................66

ix
 ABSTRACT

This study examined the impact of strategic planning on the organizational

productivity of Tuyil Pharmaceutical Industries Limited, Ilorin. Data were obtained
through well-structured questionnaires which were administered to 217
respondents. Both descriptive (frequency distribution and percentages) and
inferential statistics (regression, correlation and ANOVA) were used to analyze the
data obtained. The multiple regression analysis showed a fit to predict employee
performance; hence strategic planning had impacts on the organizational
productivity of Tuyil Pharmaceutical Industries Limited, Ilorin. It is therefore
recommended that Vision and mission statement should be further intensified as
finding has shown how significant it is to Tuyil Pharmaceutical Industries, Ilorin.
This will eventually influence the effectiveness of the firm thereby expediting the
organizational productivity.

x
 1

CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Strategic Planning (SP) is an imperative art that deals with formulating strategies and
implementing them by several organizations for decades. It is a process that deals with
developing certain strategies that will contribute to achieving the direction of an
organization. Although it is a useful field of interest for many practitioners and
researchers (Abubakar & Hassan, 2017; Arend, Zhao, Song, & Im, 2017) yet, there is still
some debate regarding its usefulness and claims on its importance to particular
environments (Arend et al., 2017). This criticism relates to the perception that SP is rigid
and inflexible and that it is separate from processes, methods, and mechanisms of
implementation (Bryson, Crosby, & Stone, 2015).

However, some scholars portray SP as a flexible tool whose adoption and application
always take account of the organization’s context, hence SP is argued to be beneficial.
Flexibility can be achieved by adapting the characteristics of the strategic planning
process (SPP) to the context of each organization.Some of the features of the SPP include
process comprehensiveness, stakeholder participation, formality and flexibility, use of
strategy tools, and role and structure of planning functions (Jimenez, 2013; Poister,
2010). Although it is a useful field of interest for many practitioners and researchers
(Arend, et al., 2017; Poister, 2010; Spee & Jarzabkowski, 2011) yet, there is still some
debate regarding its usefulness and claims on its importance to particular environments
(Arend et al., 2017).

Generally, strategic planning literature indicates that plans must be designed according to
the needs of individual organizations; the literature on SP in the public sector suggests
that adaptations to the private sector planning model are necessary if strategic planning is
 2

to be effective. Therefore, it is undoubtedly important for organizations to develop

suitable strategies that will guide the direction and the future of their organizations to
increase the chances of achieving their objective.

According to literature findings, there are limited research works on the nature and extent
of the usage of SP in the public sector of developing countries since major research on SP
is mostly carried out in developed countries of the western world (Elbanna, Child, &
Dayan, 2013; Debarliev &Šuklev, 2018).

1.2 Statement of the Problem

According to Toffler (2003), an organization without a strategy is like an airplane

weaving through the skies, hurled up and down, slammed by winds and lost in the
thunder heads. If lightning or crushing winds do not destroy it, it will simply run out of
gas. In a similar line of thought, Rudd et al. (2008) noted that, without a strategy an
organization is like a ship without a rudder. It goes round in circles and like a tramp, has
no specific place to go. Strategic Planning provides the basic direction and rationale for
determining the focus of an organization; and also specifies how best organizations may
decide on what to do and how best to do it.

However, in situations where strategic planning awareness is missing in an organization,

then it is bound to fail in its set out objectives and corporate goals. Specifically, where
the vision and mission statement of an organization is not properly spelt out in the
documents of the company, then this tends to amount to a backsliding effectiveness in the
organizational performance

Additionally, organizations who have failed to up hold a common shared value which is
presumably inculcated and enshrined in the culture of the organization often times
experience defective organizational performance through deflated operations’ efficiency.
 3

1.3 Research Questions

In relations to the above stated problems, the following research questions shall be asked;

i. To what extent does vision and mission statement affects the organizational
effectiveness of Tuyil Pharmaceutical Industries, Ilorin?
ii. To what extent does shared value affects the organizational efficiency of Tuyil
Pharmaceutical Industries, Ilorin?

1.4 Research Objectives

The primary objective of this study is to examine the impact of strategic planning on the
organizational productivity of Tuyil Pharmaceutical Industries, Ilorin. However, the
secondary objectives are to;

i. Determine the effect of vision and mission statement on the organizational

effectiveness of Tuyil Pharmaceutical Industries, Ilorin, and
ii. Examine the effect of shared value on the organizational efficiency of Tuyil
Pharmaceutical Industries, Ilorin.

1.5 Research Hypotheses

In relations to the above sections, the following hypotheses were set to be tested;

Ho1 Vision and mission statement has no significant effect on the organizational
effectiveness of Tuyil Pharmaceutical Industries, Ilorin

Ho2 Shared value has no significant effect on the organizational efficiency of Tuyil
Pharmaceutical Industries, Ilorin
 4

1.6 Scope of the Study

The focus of this study covers the impact of strategic planning on

organizationalproductivity, while using Tuyil Pharmaceutical Industries, Ilorin as the
case study. Consequently, this study will emphasize on independent construct of
strategic planning and variables of vision and mission and shared value and how these
affect the organizational performance of Tuyil Pharmaceutical Industries, Ilorin with
variables on effectiveness and efficiency. Furthermore, this study will focus on
employees on all cadres of the organization and questionnaire statements shall be
targeted at the entirety of the staff strength. Lastly, this study shall cover 5 business
operational years i.e. 2017-2021 in which strategies have been employed for their day-
to-day activities and to ensure that the strategic planning is properly observed.

1.7 Significance of the Study

The study provides suitable suggestions Tuyil Pharmaceutical Industries, Ilorin on issues
relating to strategic planning and how it affects the organizational productivity.
Additionally, this research work shall be of significance to other organizations in same
sector for useful adoption and implementation. In furtherance, this study shall be useful
to academia and research community in contextualization contemporary issues in
strategic planning and how it affects various distinctive organizations. Importantly, this
study shall help organizations in identifying specific issues surrounding strategic
planning through the employment of vision and mission and shared value and how these
variables and indicators affect the organizational effectiveness and efficiency. Lastly,
this study will be of great importance to research students in literature and empirical
analysis so as to enhance their scope of future study.
 5

1.8 Operationalization

Y= (f) X

Where Y = Dependent Construct (Variable) Organizational Productivity

Where X = Independent Construct (Variable)Strategic Planning

Where:

X (Independent Variable) Y (Dependent Variable)

Strategic Planning Organizational Productivity

Vision and Mission Statement Effectiveness

Shared Value Efficiency

1.9 Outline of Chapters

This research work was structured into five chapters. Hence, the chapters are charted
below in order of standard;

Chapter one: This is the first part of the research work and it provides a Background
knowledge to the study, followed by the Statements of the research problem the aim and
Objectives of the research, Research questions, the Hypotheses of the Research
questions, followed by the Significance of the study, Sources of data, Limitation of the
study, Scope of the study, Outline of chapters contain in the study, Operationalization of
variables and Definition of terms. Hence, the next chapter is Chapter two which present
the conceptual frame work, theoretical frame work, Empirical frame work and Gap in
literature concerning the impact of strategic planning on organizational productivity.
 6

Furthermore, Chapter three discusses the research methodology, research design,

population of study, sample size determination, sample techniques/procedure, research
sample frame, collection of data, research instrument, validity of research instrument,
reliability of research instrument and ethical consideration.

Lastly, this section expanciate on discusses of data presentation and analysis of the
research work which includes the empirical result and interpretation of result, test of
questionnaires, test of hypothesis and discussion of results which was made available in
chapter four. And chapter five, which is the final chapter of this research work and it
reflected the summary of the work, discusses the findings in the study, give conclusions,
it also outline the researcher’s recommendations based on the findings of the study and
suggests for further study and contribution to knowledge.

1.10 Definition of Terms

Vision and Mission Statement: A statement that defines the aim, objectives, and
corporate goal of an individual or organization while also stating the mode of attainment
is regarded as the vision and mission statement.

Shared Value: This is described as policies and operating practices that enhance the
competitiveness of a company while simultaneously advancing its economic value.

Organizational Effectiveness: Organizational effectiveness is the concept of

how effective an organization is in achieving the outcomes the organization intends to
produce. Organizational Effectiveness groups in organizations directly concern
themselves with several key areas.

Organizational Efficiency: Organizational Efficiency is the organization's ability to

implement its plans using the smallest possible expenditure of resources. It is an
 7

important factor in the firm's organizational effectiveness, this being the ease and degree
of success with which the organization is able to accomplish its aims.
 8

CHAPTER TWO

LITERATURE REVIEW

2.0 Preamble

This chapter examines previous literature related to the relationship impact of strategic
planning on organizational productivity. It shall review the past studies that help the
researcher to understand and identify the problem being studied more appropriately. This
chapter also explains empirical review i.e. past research on strategic planning on
organizational productivity, theories and gaps in literature.

2.1 Conceptual Review

2.1.1 Concept of Strategic Planning

The literature review focuses on the theory and practice of strategic planning, particularly
as it pertains to public sector organizations. For decades many research findings describe
the benefit of strategic planning, and strategic management for profit-making
organizations. Harvard University developed an SP model in the 1920s for their
organization to use to find a “best fit” between the business mission and its environment.
The military engaged in SP since the era of ancient conquerors and Roman generals, with
more modern military strategies emerging with the American Civil War during the
1860s. Many adaptations have occurred since the wars of conquest, and when Harvard
developed its first model, claiming that organizations need to undergo strategic planning
exercises to remain competitive due to constant environmental changes (Green & Medlin,
2016).

Although the private and public sectors have distinct differences, especially in the view
of generating profit, both sectors share a strong motive which is aiming to attain a high
 9

level of achievement and deliver their mission successfully. Many scholars agree that a
strategic plan needs to be simple, promising, and neither too ambitious nor too
demanding (Arend et al., 2017; Elbanna et al., 2013; Jimenez, 2013; Šuklev & Debarliev,
2012; Tapinos et al., 2005). It should be planned in such a way that it is flexible to
accommodate unexpected changes and other unforeseen factors that can negatively
influence SP effectiveness. In today’s world, most management teams or managers of an
organization, profit, and non-profit organizations spend considerable time, energy, and
money for formulating and assigning basic strategies of their organizations.

However, the biggest problem is the implementation of the strategies that can elaborate
on the company’s vision but the employees have a different perception of that, this may
have a negative effect on achieving the company’s objective that is derived from the
vision. This means that the management must be prepared to ensure that all the
employees in the organization understand the importance of a strategic plan.

2.1.2 Strategic Planning in the Private Sector

According to (Mintzberg, 1994), the concept of strategic planning in the private sector
took hold in corporate America and Communist Europe in the 1950s and 1960s, having
been deeply entrenched in American business by the late 1960s and early 1970s. He also
emphasizes that strategic planning dates further back in Chinese history, but was most
evident in the 1949 translation of Henry Fayal’s work (Ramakrishna, 2019). (Mintzberg,
1994) summarizes that most of the terms go together according to the literature, and
“strategy formation s a planning process, designed or supported by planners, to plan to
produce plans” (p. 32). “Thus, to quote Steiner (Steiner, 2010), who in turn quoted J.O.
Schwarz (Schwarz, 2009) … a plan… is tangible evidence of the thinking of
management… it results from planning” (Steiner, 2010).
 10

According to the literature, four components are tied together in the private sector
strategic planning process: objectives, budgets, strategies, and programs. “In particular,
the system offers a whole series of components, the relationships among which have
never been made clear in practice” (Mintzberg, 1994). Therefore, it appears that strategic
planning in the private sector assumes many forms: conventional strategic planning,
strategic planning as a numbers game, and capital budgeting as ad hoc control to
accommodate each organization, which becomes a portfolio of planning techniques.

Furthermore, throughout (Mintzberg, 1994) critique of strategic planning, the discussion

leads to what type of planning is needed. It is believed that organizations differ in their
needs, so most will require a combination of planning and each unit will have to develop
an individual strategic plan that best fits them, instead of “one plan fits all.”

2.1.3 Concept of Mission Statement

Mission is a statement which describes the role an organization play in a society and the
particular need(s) they seek to meet. The mission relates the institution to the society and
outlines the reason for its existence, specifying the core business, the scope of activities,
the market they wish to serve and what they seek to accomplish. John and Babel (2015)
defines mission as the “essential purpose of the organization, concerning particularly why
it is in existence, the nature of the business (es) it is in, and the customers it seeks to serve
and satisfy”. Robbins(2016) say that mission is the “purpose or reason for the
organization’s existence”.

2.1.4 Concept of Strategic Management Process

Strategic management refers to a branch of management that deals with an organization’s

strategic objectives. This may include the development of the organization’s vision,
 11

outlining its operational objectives and coming up with and implementing the
organization’s strategies. It may also include the formulation and application of deviation
corrective measures where necessary. Strategic management process should not be
confused with strategic planning process, a related but completely different branch of
management (Ivan & Scholes, 2017). This article seeks to answer the question “what is
strategic management process” Before venturing deeper, first let us define strategic
management process. The strategic management process is more than just a set of rules
to follow. It is a philosophical approach to business. Upper management must think
strategically first, then apply that thought to a process. The strategic management
process is best implemented when everyone within the business understands the
strategy. Ramson and Joe (2016), sees strategic management process as a continuous
culture of appraisal that a business adopts to outdo the competitors. Simple as it may
sound, this is a complex process that also covers formulating the organization’s overall
vision for present and future objectives.

Strategic management is a continuous process that appraises the business and industries
in which the organization is involved; appraises its competitors; and fixes goals to meet
all the present and future competitor’s and then reassesses each strategy. The way
different organizations create and realize their management strategies differ. As a result,
there are different models of SMP that the organization can adopt. Olabanji (2010), the
right model depends on various factors including. The strategic management process
means defining the organization’s strategy. It is also defined as the process by which
managers make a choice of a set of strategies for the organization that will enable it to
achieve better performance.
 12

2.1.5Strategic Management Process

2.1.5.1 Environmental Scanning

This step represents the analysis of the internal and external environment of the
organization. Organizations usually use several tools to carry out this analysis, such as
SWOT analysis (Strengths, Weaknesses, Opportunities and Threats), PEST analysis
(Political, Economic, Social and Technological), EPISTEL tool (Environment, Political,
Informatics, Social, Technological, Economic and Legal) and the ARM approach
(Targeted strategies, measuring progress approach and impact). SWOT analysis is one of
the most popular of these tools as it collects data about the internal and external
environment of the organization to be used in strategy formulation. External analysis of
the environment is an important source of data that helps the organization identify
opportunities and threats such as entry of new competitors, technological changes,
enforcing new environmental regulations, and others (Ayanda & Oyinlola, 2014).

2.1.5.2 Strategy Formulation

The strategic plan passes through three phases: vision, mission and objectives. Vision is
defined as the future path of the organization that determines what the organization wants
to reach and the center it intends to achieve (Rothaermel, 2017). Mission represents the
products and services that the organization intends to provide as well as the markets that
it intends to enter (Rothaermel, 2017). The objectives are the results to be achieved
through outputs that the organization delivers in the form of products or services with
specified features that lead to these results or objectives. Based on the environmental
analysis, the organization will be able to formulate its strategy to ensure that the
objectives are achieved and in line with its vision and mission. This variable will be
measured in the questionnaire by the questions from (1) to (4) in the strategy formulation
section.
 13

2.1.5.3 Strategy Implementation

It refers to putting the strategy into practice and to making sub-organizational entities
begin to implement their roles in the strategic plan successfully by building an
organizational structure capable of implementing the plan, allocation of supporting
budgets and programs to implement the strat egy, and developing an information system
and follow-up reports to monitor the progress of the implementation process, as well as
creating an internal regulatory environment that is in line with the success of the strategy
(Babafemi, 2015). This variable will be measured in the questionnaire by the questions
from (1) to (4) in the strategy implementation section.

2.1.5.4 Strategy Evaluation

The process of developing or implementing the strategy cannot be viewed as a one-time

task. This means that sometimes the implementation of the strategy is not going well, or
there may be changes in the internal and external environment of the enterprise, which
leads to the need to do some adjustments to re-route the strategy, furthermore, there may
be significant changes at the level of the organization’s environment making it necessary
to make a change in its strategy (Agwu, 2018). This variable will be measured in the
questionnaire by the questions from (1) to (4) in the strategy evaluation section.

2.1.6 Benefits of Strategic Management

Kole and Joe (2017), opines that achieving organizational goals takes planning and
patience. Strategic management can help companies reach their goals. Strategic
management ensures the steps necessary to reach a business goal are implemented
company-wide. Strategic management offers many benefits to companies that use it,
including:
 14

2.1.6.1 Competitive Advantage

Strategic management gives businesses an advantage over competitors because its

proactive nature means your company will always be aware of the changing market. The
manager can also assess the appropriateness of the present strategy in today's dynamic
world with financial, technological and political innovations. Competitive advantage is an
important period of strategic management (McCoy, 2014).

2.1.6.2 Achieving Goals

Strategic management helps keep goals achievable by using a clear and dynamic process
for formulating steps and implementation (Pearce & Robinson, 2017).

2.1.6.3 Sustainable Growth

Strategic management has been shown to lead to more efficient organizational

performance, which leads to manageable growth.

2.1.6.4 Cohesive Organization

Strategic management necessitates communication and goal implementation company-

wide. An organization that is working in unison towards achieving a goal
2.1.6.5 Increased managerial awareness

Strategic management means looking toward the company's future. If managers do this
consistently, they will be more aware of industry trends and challenges. By implementing
strategic planning and thinking, they will be better prepared to face future challenges
(Bakar, Tufail, Yusof, & Virgiyanti, 2010).
 15

2.1.7 Organizational Productivity

Organizational productivity may be defined as the transformation of inputs into outputs

for achieving certain outcomes. With regard to its content, performance informs about the
relation between minimal and effective cost (economy), between effective cost and
realized output (efficiency) and between output and achieved outcome (Andreea, 2015).
Performance measurement systems are called strategic expert systems through which
organizations observe and measure their intangible elements of performance, both in
form of qualitative and quantitative assessments. While using these systems
organizations intend to monitor internal and external opportunities and threats resulting
from, and in intangible resources in strategic processes. The performance measurement
literature has considered different impacts of the assessment and measurement of
intangible resources in organizations (Rajnoha & Lorincová, 2015).

However, productivity and performance of organizations have been attributed to their

ability to deliberate on the customer requirement effectively and efficiently. It has also
been argued that growth of the firm is a context in a particular framework of the matter
being investigated. Historically Financial components have been used as yard stick to
gauge institutional performances. This may include return on assets, liquidity ratios,
gearing ratios, revenue growth and earnings per share (Ndung’u, 2016). Performance can
be measured from financial and non-financial aspects. Standard for such measurement
are different for organizations that are dependent on objective and goal, which they want
to achieve. This is the traditional approach, which emphasizes on organizational
effectiveness by using qualitative or intangible success factors for measuring it; for
instance, a company's image, culture, technological competence learning, employee
morale and so on (Auka, Daniel & Onwonga, 2015).
 16

2.1.8 Strategic Planning and Organizational Productivity

As presented earlier, strategy is the broad way in which an organization seeks to maintain
or improve its performance. This is relatively enduring and unlikely to change
substantially in the short term (Zajac & Shortell, 2014). A broad range of management
research supports this contention. For example, the literature on population ecology
argues that once an organization is established so its structure and overall approach is set
(Hannan & Freeman, 2013), and a range of evidence indicates that organizations are
relatively inert; once routines are set they are difficult to change (Amburgey, Kelly &
Barnett 2013; Barnett & Freeman 2014). Strategic management is the process and
approach of specifying an organization’s objectives, developing policies and plans to
achieve and attain these objectives, and allocating resources so as to implement the
policies and plans (David, 2015) Organizational performance is described as an
organization’s ability to acquire and utilize its scarce resources and valuables or
expeditiously as possible in the pursuit of its operational goals (Griffin, 2016).

2.2 Theoretical Review

2.2.2 Resource-Based Theories

This theory was developed by Birge Wenefeldt (1984). It is a method of analyzing and
identifying a firm’s strategic advantages based on examining its distinct combination of
assets, skills, capabilities and intangibles as an organization. The RBV’s underlying
premise is that a firm differs in fundamental ways because each firm possesses a
“unique” 12 bundle of resources-tangible and intangible assets and organizational
capabilities to make use of those assets. Each firm develops competencies from these
resources, and when developed especially well, these become the source of the firm’s
competitive advantage; (Nyariki, 2013) in the context of this theory, it is evident that the
resources that a firm has will play a big role in the strategic implementation process.
This is because no matter how good the strategies are, without the necessary resources to
 17

enable the implementation, they remain in the planning phase. A resource-based

perspective means that there is a certain focus on resources owned by the company or by
its partners; and the various resources (and capabilities) that can explain company
performance and long term growth/ or decline/. A resource perspective aims to give a
picture of company resources before and during decision-making processes in company
and business strategies. It also aims to describe potential need for changes in company
organization (in systems and structures) in order to be able to implement value creating
business strategies. A resource-based perspective also has a certain focus on
management, its /limited/ access to information and its capability to work efficiently and
effectively with business strategy (Boström, 2016).

According to the RBV, a firm's internal capabilities determine the strategic choice it
makes in competing in its external environment. This is in line with the influence that
strategic management practices have on the performance of a firm. Closer within the
context of the construction industry, the RBV is used to identify and explore man-power
expertise and strategic planning systems that can help construction firms manage present
construction projects and grab future business opportunities therefore increasing the
firms’ portfolio. Capabilities, resources and knowledge acquired over time create options
for future business exploration and give a firm leverage over its competitors (Waweru &
Omwenga, 2015). The theory argues that firms should utilize the resources within the
company to gain competitive advantage. The theory emphasizes looking within the
enterprise to achieve sustainable competitive advantages (Orony, 2016).

Hence, it is on this RBV theory developed by Birge Wenefeldt (1984) that this study
shall b hinged as it best describes the numerous resources abound in an organization
where vision and mission statement and shared value are inculcated. This further buttress
the fact the organization’s resources are not limited to just human and materials but also
in the kind of culture and process in which it undertook in taking decisions.
 18

2.2.3 Game-Based Theories

A game is any situation in which players (participants) make strategic decisions-i.e. they
take into account each other’s actions and responses. Strategic decisions result in payoffs
to the players. Payoffs are outcomes that generate benefits or rewards and these benefits
or rewards could be in the form of profits, prices, utility, dividends (Sunde, 2017).The
theoretical background to such an approach is based on mathematical models of options
and choice coupled with the theory of chance. Despite its avowedly theoretical
perspective, has also played a significant role in deepening our understanding of
competitive interactions (Camerer 1991, Furrer and Thomas 2000, Saloner 1991).

Game theory does of course rely heavily on the principle of rationality, and it may well
be that competitors do not always behave rationally. However, it does provide a way of
thinking through the logic of interactive competitive markets and, in particular, when it
makes sense to compete, on what bases, and when it makes sense to cooperate. Game
theory, when applied to markets, proves everything and nothing at the same time because
models developed for one setting are unlikely to prove robust when applied elsewhere
(Teece, 2017).

2.2.3 Systems Theory

Systems theory was originally proposed by Hungarian biologist Ludwig Von Bertalanffy
in 1928 (Kast & Rosenzweig, 1972; Scott, 1981; Olum, 2004). The foundation of
systems theory is that all the components of an organisation are interrelated, and that
changing one variable might affect many others, or if one sub-system fails, the whole
system is put in jeopardy. Organizations are viewed as open systems, continually
interacting with their environment (Grace, 2013). Bertalanffy’s idea behind systems
theory is that nothing can be explained by isolating a component of system. His thought
on scientific reductionism could not accurately explain a whole system because that
 19

thought pattern broke everything up into pieces instead of studying things as a whole
(Heil, 2013).

The system components include entities, objects of interest within the system, attributes,
or defining properties of entities, states of the system’s collective descriptive variables at
a given time, activities taking place at a given time, and events that have the potential to
change the state of the system (Kihara, 2013). Systems theory is important in examining
how strategic planning processes and actions influence learning within the organisation
and how this translates to improved internal business processes. These effects are likely
to create value for customer in terms of efficient delivery of services and quality
products. For instance, consensus management and decision making in organizations,
especially small organizations, rely on a systems approach. The strategic planning and
implementation models are based on processes and systems approach. (Amurle, 2013)

2.3 Empirical Review

Developed Countries

Baki, and Gökçek (2021) conducted a study titled analyzing strategic management during
covid-19 pandemic. The study argued that in this era of strategic management, amidst
ongoing turbulences within the environment, there is need to revisit and re-imagine role
of strategic management in organisations. While we are not questioning the relevance of
strategic management to organisations, there is need to know how firms can possibly
leverage good strategic options to navigate drastic environmental changes we are
experiencing presently. Hence, issues worth addressing possibly include knowing what
resources are crucial for firms to achieve corporate goals, and the managerial frameworks
required to facilitate the process. Given that firms face the same environmental
conditions, it might be appropriate to examine experiences from firms that seem to be
coping relatively well. This paper adopts an appropriate framework towards reviewing
 20

the resources and capabilities of Wesfarmers Conglomerate Company, with the aim of
providing useful insights concerning the company’s strategic choices. Implications from
the review to firms in private and public sectors are also discussed. With respect to the
public sector, management should ensure the continuity of public services so as to cater
for impoverished individuals who cannot afford private sector services during this period.
The pandemic has changed the financial and mental state of employees, hence there is
need for public sector managers to adopt relational and people-driven approaches in
managing employees. One way of achieving this, is by arranging regular training facility
for employees.

Also in the work of Timiyo (2020) titled re-imagining strategic management during
covid-19. The study argued that in this era of strategic management, amidst ongoing
turbulences within the environment, there is need to revisit and re-imagine role of
strategic management in organisations. While we are not questioning the relevance of
strategic management to organisations, there is need to know how firms can possibly
leverage good strategic options to navigate drastic environmental changes we are
experiencing presently. Hence, issues worth addressing possibly include knowing what
resources are crucial for firms to achieve corporate goals, and the managerial frameworks
required to facilitate the process. Given that firms face the same environmental
conditions, it might be appropriate to examine experiences from firms that seem to be
coping relatively well. This paper adopts an appropriate framework towards reviewing
the resources and capabilities of Wesfarmers Conglomerate Company, with the aim of
providing useful insights concerning the company’s strategic choices. Implications from
the review to firms in private and public sectors are also discussed. With respect to the
public sector, management should ensure the continuity of public services so as to cater
for impoverished individuals who cannot afford private sector services during this period.
The pandemic has changed the financial and mental state of employees, hence there is
need for public sector managers to adopt relational and people-driven approaches in
 21

managing employees. One way of achieving this, is by arranging regular training facility
for employees. Fundamentally, managers should observe health guidelines and protocols,
while developing innovative tools and strategies to address issues as they arise. Private
sector firms, on the other hand, should lead by example. Most importantly, rather than
laying off employees, they should adjust their expenditures to leverage the negative
effects of the pandemic.

In a recent work by Mitra (2021) titled Impact of strategic management, corporate social
responsibility on firm performance in the post mandate period: evidence from India.
Corporate Social Responsibility (CSR) is like a chameleon that changes its colour
according to the context it is in. In the developed economy, it takes the form of
sustainability and/ or philanthropy, whereas, in emerging economies, it speaks the
language of religious, political and/ or mandated CSR. India, in recent times came into
the limelight with its mandated CSR policy that was incorporated into its Companies Act
2013, which became operational from the financial year 2014 - 2015. Mandated CSR is
thus a new area of study that is based on the philosophy that ‘CSR should contribute to
the national agenda in emerging economies,’ under some statutory guidelines as laid
down by the Government. But, business houses, do look for maximising its profit. Profit
can be financial and/ or non-financial. If not money, then at least the effort must be
compensated with reputation, image that helps in brand building! And, to have this as an
objective, their efforts should be strategic! But, does all strategies work? With these
questions and conceptual thinking, this empirical research aims to identify the key
aspects of Strategic Management, CSR and Firm Performance and establish relationship
between them; apart from developing a valid and reliable scale to do so. This is indeed
one of the first researches and documentations done among the large Indian firms in India
immediately in the post mandate period and thus forms a base for understanding the CSR
dynamics in the years to come.
 22

Also, in Barrozo (2020) study titled strategic management system for competitive
business performance: A literature review. The strategic management system is essential
to effectively sustain small, medium, and extensive enterprises' profitability and
competitive business performance. A literature review was conducted to generate the
conceptual framework that equates the independent variables and dependent variables to
visualize and confirm the importance of strategic management system components,
financial performance, customer satisfaction, and competitive business performance.
With the review of related literature as the method, this study aims to determine the
essential components of the strategic management system and the predictors for the
private company's competitive business performance in the United Arab Emirates. This
research describes the types of business strategies, methods, and techniques being
recommended and implemented by renowned book authors and researchers based on the
scholarly review.

Yešnovar (2016) also conducted a study on the impact of strategic management on

business outcomes – Empirical research in Russia. The study specifically stated that
strategic management originates from strategic planning and as a technique for managing
all important aspects of a company’s environment it scientifically differs from other
management techniques that only seek to improve operational effectiveness. Therefore,
the empirical research first aimed to determine the influence of systematic use of
strategic management, which fits in with prescriptive schools, on Russian wood-
processing companies’ business outcomes. The second aim was to establish the
characteristics of using strategic management in order to improve a company’s
competitiveness. The empirical research reveals that those companies systematically
applying strategic management achieved better business results than those that did not.
To achieve a better effect in the use of strategic management, companies should improve
in the preparing and assessing phases of using it.
 23

In the work of Rastislav, and Silvia (2015) titled strategic management of business
performance based on innovations and information support in specific conditions of
Slovakia. The study recognized that business performance management and measurement
is a relatively complex and difficult process, which is currently undergoing significant
changes in terms of both theory and practice. Previously used indicators, methods and
models, largely based on financial indicators and methods of financial management, have
been gradually modified and improved to provide owners and managers with a sufficient
true and fair view of business performance. Despite the efforts for continuous
improvement, it appears that the traditional management of enterprise performance based
primarily on financial management hits its limits and companies around the world are
beginning to promote new non-traditional indicators, methods and models, based
primarily on non-financial, strategic and often qualitative indicators. We recommend that
enterprises apply the selected methods and models of strategic business performance
management in different industries of the Slovak Republic. By applying the selected
strategic methods and models such as BSC, BI, strategic planning and controlling,
innovations and others, a higher performance of companies can be achieved.

Also, Abdel-aziz, and Saed (2017) in their study which was directed to analyze the
impact of strategic management on the Jordanian Pharmaceutical Manufacturing &
organizations' business performance, whose approach of the study, practical data were
collected from 13 companies out of 16 companies, by means of a questionnaire. The
questionnaire was delivered to about 140 managers out of 250; only 95 questionnaires
were completed, out of 95 questionnaires only 90 were suitable for further analysis.
Statistical techniques such as descriptive statistics, t test, ANOVA test, correlation,
simple and multiple regressions were employed. To confirm the suitability of data
collection instrument, a Kolmogorov- Smirnov (K-S) test, Cronbach’s Alpha and factor
analysis were used. The result of the study shows there is a significant implementation of
the balanced scorecard variables among JPM Organizations, the learning and growth
 24

perspective rated highest average, followed by internal processes perspective, then

financial perspective and customer perspective, respectively. Result also indicates that
there is a high relationship among balanced scorecard variables and between balanced
scorecard variables and JPM Organizations’ business performance is strong. The result of
the simple regression and the multiple regressions analysis shows that strategic
management (balanced scorecard elements) has a direct impact on Jordanian
Pharmaceutical Manufacturing Organizations’ business performance.

In another study by Ruly, Sunaryanto and Heri (2017), which purpose of the study was to
explain (1) the influence of the institutionalization of strategic management and strategic
management accounting system on performance and (2) the effect of the
institutionalization of strategic management of the institutionalization of strategic
management accounting system in manufacturing enterprises in East Java. This is a
quantitative research paradigm with explanation manifold uses manufacturing companies
as research samples. The research instrument to measure company performance was
indicated by the size of financial and non-financial performance while both two
legitimacy tools measurement consists of three dimensions: institutional environment, the
level of institutionalized ion, and the institutionalization impact. The total of population
has been determined as 1088 companies and sample size is 292. Data obtained as many
as 16 manufacturing companies located in East Java were analyzed using Kendal Tau
one-tailed nonparametric analysis. The findings showed that (1) the level of
institutionalization of strategic management and strategic management accounting system
positively affects the performance of the company and (2) the level of strategic
management institutionalization affects the level of strategic management accounting
system institutionalization positively.

Abdiwali and Titus (2018), through their research topic which sought to explore the
effects of Strategy formulation, strategy implementation and strategy control and
evaluation on firm performance of telecommunication in Mogadishu. The target
 25

population of this study was top managers, middle managers and normal employee of
some telecommunication companies in Mogadishu. There are more than five
telecommunication companies Mogadishu but our study will focus on three
Telecommunication Companies in Mogadishu. The target population of this study was
62. Therefore, since the study population (N) is 110. Error of tolerance used was 0.05.
Thus, the sample size is 54 respondents. The study collected primary data which was
analyzed using descriptive statistics including frequencies tables, percentages, mean
scores, standard deviation. Data collected from questionnaires will code and keyed into a
computer. Quantitative data will analyze using the Statistical Package for Social Sciences
(SPSS). Descriptive statistics including the means and standard deviations were used to
analyze quantitative data and capture the characteristics of the variables under study.
Regression model was applied to determine the relationship between Strategy
Formulation, Strategy implementation and Strategy control and evaluation as the
independent variables and firm performance of telecommunication companies in
Mogadishu as the dependent variable. Pearson's product moment correlation analysis is
also used and it's a powerful technique for determine the relationship among variables.
Correlation coefficient will be used to analyze the strength of the relations between
variable.

Developing Countries

Abdullahi and Said (2021), in their paper which seeks to examine the effect of strategic
management practices on organizational performance in NGOs Mogadishu- Somalia. The
objective of this study was how strategy formulation effect on organizational
performance. The research design is descriptive. The sampling procedure of this study
was used non-probability purposive sampling or judgmental sampling. The sample size
of this study was 50 and was selected the target population 100.This research was
employed quantitative data collection method whereby data was gathered by the use of
closed ended questionnaires which were self-administered. The data collected was
 26

analyzed using the software called Statistical Package for the Social Sciences (SPSS)
version 20 and results was shown in terms of frequency distribution and percentages. A
regression model was applied to determine the relationship between strategy formulation,
strategy implementation and strategy evaluation as the independent variables and
organizational performance of NGOs as the dependent variable. Based on the findings of
this study, the following conclusions were drawn. The results reveal that strategy
formulation, strategy implementation and strategy evaluation have significant and
positive effects on organizational performance in the selected telecom companies in
Mogadishu Somalia. The study recommended that managers of NGOs should apply
strategic management practices so as to increase their performance.

Dennis, Ng’ong’a, and Faith (2019) conducted a study on strategic Management

Practices by Beach Management Units in Bondo Sub County, Kenya. The objective of
this study was to determine the strategic management practices adopted by Beach
Management Units in Bondo Sub County in Kenya. A descriptive cross-sectional survey
design was adopted. This was a census survey of all the 42 units operating in Bondo. The
study established that more than 30% of the studied organizations adopted most of the
strategic management practices. These organizations had vision, mission statements and
core values which were mainly implied. To larger extent situation analysis, setting of
financial objectives, crafting and implementation of strategies and continuous evaluation
and control were adopted. The study advances adoption of the strategic management
practices by small organizations to remain both efficient and effective. In future research
should be conducted on factors influencing and challenges of strategy implementation
with respective to community owned organizations like BMUs.

In Abdul-Rahman (2019) titled the impact of strategic planning on enhancing the

strategic performance of banks: Evidence from Bahrain. The study aims to test the impact
of strategic planning on enhancing the strategic performance of Bahraini banks. The
study has two variables. The strategic planning as an independent variable includes a
 27

group of four perspectives, namely environmental scanning, strategy formulation,

strategy implementation, and strategy evaluation. The strategic performance as a
dependent variable also includes a group of four perspectives: financial, customer,
internal business process, and learning and growth. The sample of the study consists of
the employees of 10 of all the 12 commercial banks in Bahrain. A questionnaire was
developed to gather the data. Five questionnaires were distributed to each bank totaling
50 questionnaires. The results showed that the strategic planning has a good statistically
significant impact on financial, customer, and learning and growth. The results also
showed a medium statistically significant impact of strategic planning on internal
business process. The research recommended focusing on all aspects of the strategic
performance in the banks under study, specifically the internal business process
perspective.

Khan and Khalique (2014) conducted a study on the basis of controversial findings on the
relationship between strategic planning and firm performance and the differing nature of
small and medium enterprises (SMEs) from that of large organizations, for the first time
proposed an empirical study which combines strategic planning with that of intellectual
capital. This is one of the first studies in which any researcher has combined the literature
of strategic planning with that of intellectual capital in any empirical research.
Furthermore, this is the first study in the context of strategic planning from the
perspective of Pakistan. Also, in Malaysia, Sosiawani, et. al. (2015) conducted a study on
strategic planning and firm performance and tested dimensions of strategic planning such
as formality, tools of strategic planning, employee participation, strategic
implementation, time horizon and control. The study found out that strategic planning
will assist business firms to uplift its performance and it concluded that strategic planning
has important contributions in achieving a better organizational performance. Therefore,
the relationship of each dimensions of strategic planning was tested toward performance
 28

of the organization and it is hoped that the findings of the study will help the organization
to understand how strategic planning can help to make better decision in the future.

Maryan (2012), administered 138 copies of questionnaire conducted a study on 14 banks

listed in the Amman Stock Exchange in Jordan and revealed a statistically significant
relation between research and development processes and the “Central Bank Monitoring”
with regard to competitive advantages of the bank. The study recommended that financial
allocations should be provided for strategic planning purposes with the need to attract
specialized human competences and to provide modern technologies necessary for the
success of strategic planning processes.

Karabulut and Efendioglu (2010) in their study with 71 returned responses in Turkey
purported that while observing the impact of different components/activities in a strategic
process and their impact on company performance, the only two that were correlated and
statistically significant were “involvement of top management in the process” and
“having a mission statement”. Both of these strategic process components identified and
defined the importance of the process in the organization and had significant impacts on
the profitability of the firms in their study.

Nigeria Perspective

In Abodunde (2020) work titled strategic management and planning and Small and
Medium Enterprises Performance: Evidence from Lagos State, Nigeria. The study
examines the impact of strategic management on the performance of SMEs in Lagos
State, Nigeria. A survey of two hundred and two (202) of Small and Medium Enterprises
(SMEs) that have been in operation for the past ten (10) years were randomly selected
from one thousand nine hundred and sixty-five (1,965) that registered with Ministry of
Commerce and Industry in Lagos State. Data analysis was performed with the aid of an
Ordinary Least Square method of estimation. The findings reveal that commitment to
 29

strategic management has a positive impact on SMEs’ performance but not significant,
while the inclusion of members of staff in the strategic management process has a
positive and significant impact on SMEs’ performance. The study concludes that for
SMEs in Nigeria to achieve sustainable competitive advantages in this era of the cut-
throat global competitive environment, the inclusion of all stakeholders in the strategic
management process is prime importance.

In Phina (2020) work titled effects of strategic management on organizational

performance in manufacturing firms in South-East Nigeria. The study investigated the
effect of strategic management on organizational performance with particular reference
to some manufacturing firms in South-East Nigeria. The study is anchored on classical
theory and resource-based theory. The population of the study is comprised of 1200
employees while the sample size consisted of 300 employees of the selected
manufacturing firms through the use of Taro Yamane’s formula. Multiple regression
analysis was employed to analyze the data generated. It was discovered that all the
strategic processes including strategy objective, strategy formulation, Strategy
implementations and Strategy evaluation had significant effects on organizational
performance of manufacturing firms in South East, Nigeria. The study therefore
concluded that strategic management has significant effect on organizational
performance in South East, Nigeria. Hence, it was recommended that strategic objective
should be in line with the objective of the organization in order to achieve organizational
objective and effective employee performance. Also, that organization should seek more
input from the lower level managers and supervisors when formulating strategy so that
the formulated plans will be effective and in line with both long- and short-term
objectives of the organization.

In the study of Nyaupane (2020) titled strategic management in small enterprises. The
study was on the extensive direction of the small enterprises and includes especially the
objects of enterprises, plans for reaching these objects, developing policies also
 30

allocating resources to implement the plans. This study also aimed at the dynamics of
enterprises strategic have both planned dimensions and emergent as well as execute the
plan. This thesis analyzes the strategic framework for small and newly established
enterprises. Strategic management tools for small enterprises were listed along with an
analysis of market opportunities, resources and execution. Brief ideas of strategic
networking, networking, leadership, business level, generic strategic and
entrepreneurship are presented. This research was planned for distinguishing the key
components executed by SMEs and how they impact the development in SMEs.

Similarly, in Umar, Muhammad, and Hassan (2020) titled strategic planning process and
organizational performance in Nigerian public sector: A review of literature. This paper
aims to review the impact of strategic planning process on organizational performance in
the Nigerian public sector. Strategic planning is reported to enhance organizational
performance, operations, and overall effectiveness when used in the private and public
sectors for decades. Several research findings indicate that large organizations regularly
engage in strategic planning, and the plans developed and implemented had a positive
impact on the organization’s overall performance and effectiveness. Several findings
indicated that strategic planning increases the organization’s financial performance and
longevity, and hence argued that public organizations should adopt the process of
strategic planning. It is, therefore, prudent to determine the overall effectiveness of
strategic planning for an organization. Hence, this paper focuses on the review of theory,
practice, and the impact of strategic planning process on organizational performance
among public sector organizations in Nigeria.

In the study of Olanipekun, Abioro, Akanni, Arulogun and Rabiu (2015), which seeks to
examine the impact of strategic management on competitive advantage and organization
performance in Nigerian bottling company using the resource based theory as its
theoretical basis because the theory explains how competitive advantage and superior
performance of an organization is explained by the distinctiveness of its resources and
 31

capabilities which constitutes central considerations in formulating its strategy. Primary

data with the aid of a structured questionnaire was used to elicit information from
respondents. The data collected were analyzed using both descriptive such as
frequencies, percentages mean, standard deviation and inferential statistics of Chi-square
and Analysis of Variance (ANOVA). The findings revealed that indeed the adoption and
implementation of strategic management practices makes the organization not only to be
proactive to changes but also initiate positive changes that consequently leads to
competitive advantage and sustainable performance. It was recommended that
organization should continuously maintain, sustain and improve strategic management
practices since it is an indispensable tool for business organization performance.

In the study of Nnamani, Ejim and Ozobu (2017) conducted to investigate the effect of
Strategy formulation on organizational performance: a study of Innoson Manufacturing
Company Ltd Emene, Enugu. The objectives of the study include among others to find
out the extent of the relationship between strategy formulation and organizational
structure and also to examine the effect of strategy formulation on workers behaviours at
(Innoson Manufacturing Company Ltd Emene, Enugu), the researcher adopted survey
research. A total sample size of 100 was obtained from a total population of 185 workers
using the freund and Williams formular. The main instrument was questionnaire. The
study used descriptive statistics to answer the questions posed for it. The study revealed
that a well-conceived and formulated strategy matched with appropriate structure
increases productivity in the organization and secondly, that behavioural and systematic
resistance to strategic changes renders formulation ineffective. Against these background
therefore, the researcher concluded and recommended that (1) Top management should
take more responsibility in reducing uncertainties by improving performance for the
organization through strategy formulation by this, they can gain back their customers
through product line diversification strategy and strategic technological changes, o be in
tune with the Current Consumption patter in the Manufacturing Industry in Nigeria (2)
 32

Management should reduce behavioral and systematic resistance to strategic changes

through appropriate organization structure and that workers should also be well informed
on the reasons for the changes.

Also, in the study of Agu (2018), which finds out that the present economic hardship has
presented various businesses with high levels of turbulence that only requires the ability
to turn strategies into action? Therefore, the presence of good strategic plans assists in
some ways in making businesses less vulnerable to the erratic business environment.
Although much has been written on business performance of SMEs, this study explored
the extent to which the adoption of strategic management practices among SMEs in
Nigeria has increased their transaction volumes, number of customers, market shares and
consequently their business performances. Data were sourced through the use of
questionnaires from 120 owners of SMEs in Lagos state, Nigeria. These were analyzed
using descriptive statistics and regression analysis. SME’s competitive advantage and
business strategies were found to contribute significantly to increase in their number of
customers and market shares respectively. However, the result indicates that
organizational structure has positive influence on SMEs’ transaction volumes but not
significant.

Alaka et al. (2011) conducted a study in Nigeria with eighty (80) respondents including
heads of departments and executive management staff of selected insurance companies
and revealed that strategic planning has positive impact on insurance companies’
profitability.

Equally, the study of Owolabi and Makinde (2012) in Nigeria conducted on employees of
Babcock University revealed that there is a significant positive correlation between
strategic planning and corporate performance. Their study therefore, concluded that
strategic planning is beneficial to organizations in achieving the set goals and
 33

recommended that universities and other corporate organizations should engage in

strategic planning in order to enhance corporate performance.

2.4 Gaps in Literature

This research work study the impact of strategic planning on organizational productivity
tends to cover the gap of lack of strategic planning on organizational productivity. This
research work will be useful and will also help to bridge the gap between strategic
planning on organizational productivity, since it has been identified that lack of well spelt
out vision and mission statement and shared value adoption leads to the failure of
organizational effectiveness and efficiency.

The gap in this literature is in the methodology adopted as it was based on review of
existing journals. It may appear that people have written little or much on this above
topic, but the fact remain that some aspects of strategic planning on organizational
productivity is yet to covered such length. Usually, most study often generalizes the
impact of strategic planning and how it leads to increased organizational productivity.
 34

CHAPTER THREE

METHODOLOGY

3.1 Preamble

This chapter examines methods adopted for this study, on the impact of strategic
planning on organizational productivity. It focuses on research philosophy, research
approach, research methods, research design, sources of data collection, population of the
study, sample frame, sample size determination, sampling techniques and procedure
method of data analysis, validity and reliability of research instrument and ethical
consideration.

3.2 Research Design

In order to achieve the set objectives of this study a plan was drawn up towards collecting
statistical and other relevant data from the field with the use of case study, because it
allows flexible data collection for illuminating a phenomenon within its contested
backdrop (Hentz, 2007). In accordance with the objective of this research study, the
research design used was explanatory as it establishes causal relationship between
variables (Otokiti, 2010). This research shall adopt the quantitative approach and cross-
sectional design in order to obtain the relevant information.

3.3 Research Method

Research method concerns the tactic and plan of action that gives direction to research
effort and enable systematic conduct of the research. The research methods are of several
types comprises of the survey, observation, action-research, experiment, archival, case
study among others. Existing literature show that surveys are commonly used in this area
of research. For instance Farid El Sahn et al., (2013) made use of survey method.
 35

Therefore, this study, case study and survey method will be adopted. Case study was
adopted because it gives an in-depth and a better understanding of the unit under study
while survey method was adopted because of it involvement on extensive study of a
particular phenomenon and it enables data to be collected through the administration of
questionnaire which is a major source of primary data for this study (Otokiti, 2010).
Additionally, the research approach has been identified to be inductive and deductive
approaches. However, for the purpose of this research, deductive approach will be
deployed, as deductive is concern with testing and confirming of hypotheses (Trochim,
2006).

3.4 Population of the Study

Population can be referred to as a full set of case from which a sample is taken from. The
entire study population is limited to the staff of Tuyil Pharmaceutical Industries, Ilorin
which is four hundred and ninety-six (496) as derived from the admin manager of the
company as at 2021..

3.5 Sample Size Determination

Ndagi (1999) is of the opinion that sample is the limited number of elements selected
from a population that will be the representative of that population. There are various
opinions by different scholars as to the issue of determination of samples. Hence, the
research was restricted to the employees of Tuyil Pharmaceutical Industries, Ilorin. After
getting the total population of the organization, the Krejcie and Morgan Table formula
was adopted in arriving at the sample size for the study. Hence, the study arrived at a
sample of 217 employees of the case study to be administered with copies of
questionnaire. The study adopts the systematic sample technique as copies of
questionnaire will be distributed to the targeted respondents as arranged in a departmental
format.
 36

3.6 Sources of Data Collection

Otokiti, (2010), opined that most distinguished characteristic of a research is data

collection. In conducting this research, relevant data was gathered from one major source
is the primary source. This primary source shall entail gathering first-hand information
from targeted respondents which comprises of employees of Tuyil Pharmaceutical
Industries, Ilorin.

3.7 Method of Data Collection

Specifically, open ended and close questionnaire of data collection was used. The
questionnaire will be divided into two sections (A & B). The open ended and close ended
questionnaire was used in the Section A which contains information about the respondent
bio-data, while close ended questionnaire is the section B which contains strategic
questions relating to the impact of strategic planning on organization productivity.

3.8 Method of Data Analysis

The result gotten from the research field work was analyzed using frequency distribution
table displaying the percentage of the demographic date and to show the level of
agreement and disagreement to the research statements in the closed ended questionnaire
with the help of Statistical Package for Social Sciences (SPSS) of version 20.

In addition, Regression and Correlation analysis was adopted to test the effect and
relationship of the independent variables (i.e. Strategic planning) on the dependent
variables (i.e. Organization productivity) as asked in the hypotheses stated in previous
section.
 37

3.9 Validity of Research Instrument

There are four methods of measuring validity are face validity, content validity, and
criterion validity and construct validity. However, for the purpose of this study the
measure instrument will be subjected to face and content validity, showing whether it test
what it meant to test and the extent to which a test measures a representative of the
sample.

3.10 Reliability of Research Instruments

Reliability refers to the extent to which result are consistent over time (Otokiti, 2010). It
simply means that if the second researcher were to conduct the same case study, result
will be the same. Therefore, in order to ensure the reliability of the data collected, the
researcher used test-re-test method by administering the same questionnaire twice to the
same group of people under the same or identical variable and it is also known as
coefficient stability, thus the adoption of Cronbach’s Alpha.

3.11 Ethical Consideration

In conducting this research the issue of ethics was highly followed. Confidentiality will
be maintained throughout the research and data obtained for the purpose of this study will
be used only for the purpose of this study. Furthermore, high moral and ethical values
will be ensured; thus ensuring protection of the right of individuals in particular and that
of the organization under study as whole. The enrolment of respondents will be done on a
voluntary basis; thus, this ensures respondents will not be pressurized and their privacy is
not to be intruded upon.
 38

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS

4.1 Preamble

This chapter addressed the analysis of data gathered for the purpose of the study. Hence,
it was divided into the following sections as; presentation of data, data analysis, test of
hypotheses, interpretation of results and finally discussion of results.

Consequently, the total of 217 copies of questionnaire that was distributed among the
employees of Tuyil Pharmaceutical Industries, Ilorin, 211 questionnaires amounting to
97.3% were correctly filled and returned, 6 of the questionnaire were not returned and not
correctly filled amounting to 3.1%.

4.2 Questionnaire’s Response Rate

Table4.1 Questionnaire Response Rate
Questionnaire Frequency Percentage

Returned 211 97.2%

Not Returned 6 3. 1%

Total 217 100%

Source: Researcher’s Field Survey, 2022

The table 4.2.1 showed that the responses from the distributed copies of questionnaire
was very encouraging, that is to say out of one two hundred and seventeen (217) copies
of questionnaire administered and distributed to the employees of Tuyil Pharmaceutical
Industries, Ilorin two hundred and eleven (211) copies of questionnaire was correctly
filled and returned to the researcher, this is recorded at approximately ninety-six percent
(97.0%) success rate while the rest with (3%) copies of questionnaire was either not
 39

returned to the researcher or not properly filled which rendered it invalid for analysis.
Hence, the copies of questionnaire collected was deductively analyzed and represented in
tables, percentage, and simple linear regression was employed in hypotheses testing.

4.3 Presentation of Data

Table 4.2 Distribution table for Demographic of the Respondents

S/N Factor Factor Level Frequency Percentage %
1. Gender Male 128 60.7
Female 83 39.3
Total 211 100.00
2. Age 20-29 79 37.6
30-39 76 35.9
40-49 39 18.5
50-59 17 7.8
Total 211 100.00
3. Marital Status Single 120 57.0
Married 81 38.0
Separated 10 5.0
Total 211 100.00
4. Educational SSCE 39 18.6
Background OND/NCE 25 11.9
B.Sc./HND. 147 69.5
Total 211 100.00
5. Length of Service Less than 5years 88 41.7
5-10 95 45.1
11-20 28 13.2
Total 211 100.00
6. Employment Status Permanent 122 57.9
Contract 89 42.1
Total 211 100.00
Source: Researcher’s Field Survey, 2022

Table 4.2 above presents the demographic questions of the respondents. Hence, the first
section analyzed the gender of the respondents which states that 128 of the respondents
representing 60.7% were Male and also 83 respondents representing 39.3% were female.
 40

This by implication means that there are statistically more male respondents than their
female counterpart.

Furthermore, the distribution above shows that 79 of the respondents representing 37.6%
falls in the age bracket of 19 and 29 years old, 76 of the respondents representing 35.9%
are between 30-39 years. In addition, 39 respondents with 18.5% are between the ages of
40 - 49 years, while 17 of the respondents representing 7.8% are between the ages of 50 –
59 years. This by implication means that employees with the highest Age number are in
the age bracket of 20-29 which constitute 37.6%.

Also, the table states that 120 of the respondents representing 57.0% are single, 81 of the
respondents representing 38.0% are married, while 10 of the respondent representing
5.0% are widow, This implies that most of the respondents to the questionnaire are single
with a percentage 57.0%

Additionally, the table shows that 39 of the respondents representing 18.6% have SSCE
as their highest qualification, 25 of the respondents representing 11.9% have OND/NCE,
147 of the respondents representing 69.5% has B.Sc./HND as their highest qualification.
This means that most of the respondents to the questionnaire are B.Sc./HND holders with
a percentage of 69.5%.

Also, the table indicates that employees who have spent less than 5years with the ban are
88 with 41.7%, while employees with 5-10years stay are 95 with 45.1%, 11-20 years of
stay are 28 with 13.2%, Therefore, employees with the highest length of service are 5 –
10years which is percentage as 45.1%.

In furtherance, the table shows that 122 of the respondents representing 57.9% are
permanent staff, 89 of the respondents representing 42.1% are contract staff in the
organization. Therefore, it can be deduced that the largest population are permanent staff
of the organization with 57.9%.
 41

Table 4.3 Distribution table for Vision and Mission Statement

S/N Factor Factor Level Frequency Percentage %
VMS1 My organization incorporate SA 165 78.5
a well functioning vision A 46 31.5
and mission statement Total 211 100.00
VMS2 I believe that the aims and SA 77 36.4
objective can be achieved A 134 63.6
through vision and mission Total 211 100.00
statement of the business
VMS3 Organizations need to have SA 91 43.0
the full knowledge and ideal A 120 57.0
of how they operate in Total 211 100.0
meeting the needs of the
society
VMS4 The strategies implement SA 120 57.0
must align with A 76 36.0
organizational culture and N 15 8.7
business progression Total 211 100.00
Source: Researcher’s Field Survey, 2022
From the distribution table 4.3 above, 165 of the respondents representing 78.5% said
they strongly agree to the statement that my organization incorporate a well functioning
vision and mission statement and 46 of the respondents representing 31.5% said they
agreed to the statement. Therefore the largest populations strongly agreed that the
organization incorporate a well functioning vision and mission statement.

In addition, the distribution table, 77 respondents choose strongly agreed which is

equivalent to 36.4%, 134 of the respondents representing 63.6% said they agreed that I
 42

believe that the aims and objective can be achieved through vision and mission statement
of the business, Therefore the largest population agreed to the statement.
Also, the distribution table shows that 91 of the respondents representing 43.0% said they
strongly agreed to the statement that organizations need to have the full knowledge and
ideal of how they operate in meeting the needs of the society, then 120 of the respondent
agreed to the statement that organizations need to have the full knowledge and ideal of
how they operate in meeting the needs of the society. Therefore the largest population
agreed to the statement.
Lastly, the distribution table shows that 120 respondents strongly agreed representing
57.0% while 76 of the respondents representing 36.0% said they agreed and 15
respondents are neutral to the statement that the strategies implement must align with
organizational culture and business progression. Therefore, the largest population
strongly agreed third statement.
 43

Table 4.4 Distribution for Shared Value

S/N Factor Factor Level Frequency Percentage %

SV1 My organization operational SA 169 80.1
policies and procedures A 27 12.8
meet competitive SD 15 7.0
advantages Total 211 100.00
SV2 The economic stability of a SA 86 40.9
business must be considered A 115 54.5
while formulating policies D 10 4.5
Total 211 100.00
SV3 The culture and procedures SA 80 37.8
in practice in my firm A 131 63.2
complement the economy as Total 211 100.00
well
SV4 The internal and external SA 86 40.9
environmental situations is A 115 54.5
wise to be used in policies SD 10 4.5
formulation in order to Total 211 100.00
achieve a shared value
Source: Researcher’s Field Survey, 2022
From the distribution table 4.4 above, 169 of the respondents representing 80.1% said
they strongly agreed to the statement that my organization operational policies and
procedures meet competitive advantages, 27 of the respondents representing 12.8%
agreed, 15 respondent representing 7.0% said they strongly disagreed to the statement.
Therefore, the largest population strongly agreed that the organization operational
policies and procedures meet competitive advantages.
 44

In addition, the table 4.4 above shows that 86 of the respondents representing 40.9%
said they strongly agreed that the economic stability of a business must be considered
while formulating policies, 115 of the respondents representing 54.5% said they agreed
to the statement that the economic stability of a business must be considered while
formulating policies, 10 of the respondent representing 4.5% disagree to the statement
that the economic stability of a business must be considered while formulating policies.
Therefore, the largest population agreed that the economic stability of a business must
be considered while formulating policies.

In addition, the table above indicates that 80 of the respondents representing 37.8% said
they strongly agreed that the culture and procedures in practice in my firm complement
the economy as well, 131 of the respondents representing 63.2% said they agreed to the
statement that the culture and procedures in practice in my firm complement the
economy as well. Therefore, the largest population agreed to the statement.

Lastly, 86 respondents with 40.9% Strongly agreed to the statement that the internal and
external environmental situations is wise to be used in policies formulation in order to
achieve a shared value, 115 respondents representing 54.5% agreed to the statement,
and 10 respondent represents 4.5% strongly disagreed to the statement, Hence, this
implies that the internal and external environmental situations is wise to be used in
policies formulation in order to achieve a shared value.
 45

Table 4.5 Distribution on Organizational Effectiveness

S/N Factor Factor Level Frequency Percentage %
OE1 Business effectiveness is SA 85 40.5
determined by the nature of A 58 27.7
its practiced policies and N 34 16.1
procedures SD 33 15.7
Total 211 100.00
OE2 Organization can be built on SA 88 41.7
a solid rock with good A 78 37.2
economic mode of practices SD 42 19.8
D 3 1.2
Total 211 100.00
OE3 My firm is effective with the SA 109 51.7
nature of our operation A 86 40.9
N 16 7.4
Total 211 100.00
OE4 Meeting the quality demand SA 92 43.4
of goods and services for the A 99 47.1
customer result to N 20 9.5
organizational effectiveness Total 211 100.00
Source: Researcher’s Field Survey, 2022

From the distribution, 85 of the respondents representing 40.5% said they strongly agreed
to the statement that business effectiveness is determined by the nature of its practiced
policies and procedures, 58 of the respondents representing 27.7% said they agreed to the
statement, 34 of the respondents representing 16.1% said they are neutral to the statement
and 33 of the respondents representing 15.7% said they strongly disagree to the
 46

statement. Therefore, the largest population strongly agreed and agreed that business
effectiveness is determined by the nature of its practiced policies and procedures.

Also, the distribution table above shows that 88 of the respondents representing 41.7%
said they strongly agreed that organization can be built on a solid rock with good
economic mode of practices, 78 of the respondents representing 37.2% said they agree to
the statement that organization can be built on a solid rock with good economic mode of
practices, 42 of the respondents representing 19.8% said they strongly disagreed to the
statement and 3 of the respondents representing 1.2% said they disagree to the statement.
Therefore, the largest population strongly agrees that organization can be built on a solid
rock with good economic mode of practices.

The table states that 109 of the respondents representing 51.7% said they strongly agreed
to the third statement, 86 of the respondents representing 40.9% said they agreed to the
statement, 16 of the respondents representing 7.4% said they were undecided to the
statement. Therefore, the largest population strongly agreed that the firm is effective with
the nature of their operation.

Finally, the distribution table shows that only 92 respondent responded to the
questionnaire as strongly agreed with 43.4%, 99 of the respondents representing 47.1%
agreed to the statement that meeting the quality demand of goods and services for the
customer result to organizational effectiveness, 20 of the respondents representing 9.5%
said they were undecided to the statement, Therefore the largest population agreed that
meeting the quality demand of goods and services for the customer result to
organizational effectiveness.
 47

Table 4.6 Distribution table for Efficiency

S/N Factor Factor Frequency Percentage %
Level
E1 Using a clear and dynamic SA 92 43.4
process for formulating A 119 57.6
steps and implementation Total 211 100.00
provides goal efficiency
E2 The management system is SA 127 60.3
efficient with their A 57 26.9
operation standard N 13 6.2
implementation SD 12 6.6
Total 211 100.00
E3 Efficiency and business SA 112 52.9
stability is assure by A 94 44.6
considering the general SD 5 2.5
economy of the society Total 211 100.00
while setting operation
standards
E4 It is good to evaluate the SA 109 51.7
policies of the firm weather A 79 37.4
it gives expected result N 17 7.9
SD 6 2.9
Total 211 100.00
Source: Researcher’s Field Survey, 2022

From the distribution table above 92 of the respondents representing 43.4% said they
strongly agreed that using a clear and dynamic process for formulating steps and
implementation provides goal efficiency, 119 of the respondents representing 57.6% said
 48

they Agree to the statement that using a clear and dynamic process for formulating steps
and implementation provides goal efficiency. Therefore, the largest population agreed the
using a clear and dynamic process for formulating steps and implementation provides goal
efficiency.

In addition, the table distribution above shows that 127 of the respondents representing
60.3% said they strongly agreed that management system is efficient with their operation
standard implementation., 57 of the respondents representing 26.9% said they agreed to
the statement that management system is efficient with their operation standard
implementation, 13 of the respondents representing 6.2% said they were undecided to the
statement that management system is efficient with their operation standard
implementation, 12 of the respondents representing 6.6% said they strongly disagreed.
Therefore the largest population strongly agreed that management system is efficient
with their operation standard implementation.
Consequently, the table above illustrates that 112 respondent representing 52.9% strongly
agreed to the question, 94 of the respondents representing 44.6% said they agreed to the
statement that efficiency and business stability is assure by considering the general
economy of the society while setting operation standards, 5 respondents representing
2.5% strongly disagreed to the statement. Therefore the largest population strongly
agreed that efficiency and business stability is assure by considering the general economy
of the society while setting operation standards
Lastly, 109 respondents with 51.7% strongly agreed to the statement that it is good to
evaluate the policies of the firm weather it gives expected result, 79 respondents with
39.5% agreed to the statement, 17 respondents with 7.9% are neutral to the statement,
and 6 respondents strongly disagree to the statement. Hence this implies most
respondents agreed to the statement that it is good to evaluate the policies of the firm
weather it gives expected result.
 49

4.4 Hypotheses Testing

4.4.1 Test for Hypothesis One

H0 Vision and mission statement has no significant effect on the organizational

effectiveness of Tuyil Pharmaceutical Industries, Ilorin

Table 4.4.1.1 Model Summary

Model R R Square Adjusted R Square Std. Error of the
Estimate
1 .967a .934 .934 .22555
a. Predictors: (Constant), VMS
The model summary as indicated in table 4.3.1.1 above shows that R Square is 0.93; this
implies that 93% of variation in the dependent variable (profit making) was explained by
the Independent variable (Vision and mission statement) while the remaining 7% is due
to other variables that are not included in the model. This mean that the regression
(model formulated) is useful for making predictions since the value of R2 is close to 1

Table 4.4.1.2: Analysis of Variance

Model Sum of Df Mean Square F Sig.

Squares
Regression 65.073 1 65.073 1279.091 .000b
1 Residual 4.579 210 .051
Total 69.652 211
a. Dependent Variable: Organizational Effectiveness
b. Predictors: (Constant), Vision and mission statement

The table above summarized the results of an analysis of variation in the dependent
variable with large value of regression sum of squares (65.073) in comparison to the
residual sum of squares with value of 4.579 (this value indicated that the model does not
 50

fail to explain a lot of the variation in the dependent variables. However, the estimated
F-value (1279.091) as given in the table above with significance value of 0.000, which
is less than p-value of 0.05 (p<0.05) which means that the explanatory variable elements
as a whole can jointly influence change in the dependent variable (Organizational
effectiveness).
Table 4.4.1.3 Coefficient

Model Unstandardized Standardized t Sig.

Coefficients Coefficients
B Std. Beta
Error
(Constant) .789 .099 7.990 .000
1
VMS .830 .023 .967 35.764 .000
a. Dependent Variable: OE

The dependent variable as shown in the table 4.2.6 is VMS. This was used as a yardstick
to examine the relationship between the two constructs (i.e. Vision & mission statement
and organizational effectiveness). The predictors is VMS, as depicted in table 4.2.6, it is
obvious that there is a direct relationship between Vision & mission statement and
organizational effectiveness.

According to the result in the table above ethical VMS t-test coefficient is 35.764 and the
P-value is 0.000 which is less than 0.05 (i.e. P<0.05). This means that these variables are
statistically significant at 5% significant level.

As a result of the outcome, the Null Hypothesis (H O1) is rejected on the basis that the p-
value is less 0.05. Hence the alternative hypothesis is accepted, that vision and mission
statement has significant effect on organizational effectiveness of Tuyil Pharmaceutical
 51

Industries, Ilorin. Hence, it explains how significant hypothesis one is to be

recommended to Tuyil Pharmaceutical Industries, Ilorin.

4.4.2 Test for Hypothesis Two

H0 Shared value has no significant effect on the organizational efficiency of Tuyil

Pharmaceutical Industries, Ilorin.

Table 4.4.2.1 Model Summary

Mode R R Square Adjusted R square Std. Error of the Estimate
l
1 .683a .466 .465 1.166
a. Predicators: (Constant) , SV

The model summary as indicated in table 4.3.1.1 above shows that R Square is 0.93; this
implies that 93% of variation in the dependent variable (organizational efficiency) was
explained by the Independent variable (Shared value) while the remaining 7% is due to
other variables that are not included in the model. This mean that the regression (model
formulated) is useful for making predictions since the value of R2 is close to 1
Table 4.4.2.2 ANOVA
Model Sum of Squares Df Mean Square F Sig.
Regression 410.890 1 410.890 302.148 .000b
1 Residual 470.524 210 1.360
Total 881.414 211
a. Dependent Variable: Organizational efficiency
b. Predicators : Shared value

The table above summarized the results of an analysis of variation in the dependent
variable with large value of regression sum of squares (410.890) in comparison to the
 52

residual sum of squares with value of 470.524 (this value indicated that the model does
not fail to explain a lot of the variation in the dependent variables. However, the
estimated F-value (302.148) as given in the table above with significance value of 0.000,
which is less than p-value of 0.05 (p<0.05) which means that the explanatory variable
elements as a whole can jointly influence change in the dependent variable (c).

Table: 4.4.2.3 Co efficient

Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Beta
Error
(Constant) .660 .153 4.314 .000
1 SV 17.38
.750 .043 .683 .000
2
Dependent Variable: OE
The dependent variable as shown in the table 4.2.6 was organizational efficiency. This
was used as a determinant to examine the effects shared value has on organizational
efficiency of Tuyil Pharmaceutical Industries, Ilorin. The predictors is shared value, as
depicted in table 4.2.6, it is obvious that there is a direct affiliation between shared value
and organizational efficiency of Tuyil Pharmaceutical Industries, Ilorin.

According to the result in the table above shared value t-test coefficient is 17.382 since
the P-value is 0.000 which is less than 0.05 (i.e.P<0.05). This means that these variables
are statistically significance at 5% significant level. The overall summary of this
regression outcome in relationship to the coefficient of strategic management is that
implementation of shared value practice in an organization will increase organizational
efficiency of which leads to increment on the organizational productivity.
 53

Decision Rule: As a result of the outcome, the Null Hypothesis (HO) is rejected on the
basis that the p-value is less 0.05. Hence the alternative hypothesis is accepted, that is
there is relationship between shared value and organizational efficiency of Tuyil
Pharmaceutical Industries, Ilorin. Looking at the study from a holistic approach to these
concepts, some connections and relationships exist between shared value and
organizational efficiency.
 54

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 Preamble

This chapter is the final part of this study and it is divided into summary of findings,
conclusions made in the course of this study, recommendations made to the case study,
sector, regulating body and other interested bodies. In addition, this chapter addresses the
areas in which further studies can be conducted.

5.2 Summary of findings

This section presents the summary of the study as related to the set hypotheses; hence,
the following are the summary of the findings.

Hypothesis one states that vision and mission statement has no significant effect on the
organizational effectiveness of Tuyil Pharmaceutical Industries, Ilorin. However, the null
hypothesis was rejected and alternate accepted which states that vision and mission
statement has significant effect on the organizational effectiveness of Tuyil
Pharmaceutical Industries, Ilorin. Also, the study revealed that the strategies implement
align with organizational culture and business effectiveness of operation which leads to
business progression is as a result of the adoption. In addition, aims and objective of the
organization is achieved through vision and mission statement of the business. Hence, it
can be stated that vision and mission statement of Tuyil Pharmaceutical Industries, Ilorin
does significantly affect the organizational effectiveness.

Hypothesis two states that shared value have no significant effect on the organizational
efficiency of Tuyil Pharmaceutical Industries, Ilorin. Hence, the null hypothesis was
rejected and alternate accepted which states shared value has significant effect on the
organizational efficiency of Tuyil Pharmaceutical Industries, Ilorin. The study also
 55

revealed that culture and procedures in practice in Tuyil Pharmaceutical Industries, Ilorin
complement its economy as well. Also, the adoption of organization operational policies
and procedures in Tuyil Pharmaceutical Industries, Ilorin meet competitive advantages in
the highly competitive market. Hence, it can be stated that shared value has significant
effect on the organizational efficiency of Tuyil Pharmaceutical Industries, Ilorin.

5.3 Conclusion

For the purpose of this research, the study concludes that;

Vision and mission statement has significant effect on the organizational effectiveness of
Tuyil Pharmaceutical Industries, Ilorin. Also, the study concludes that in formulating
strategies Tuyil Pharmaceutical Industries, Ilorin and other organizations need to have the
full knowledge and ideal of how they operate in meeting the needs of the society.

Shared value has significant effect on the organizational efficiency of Tuyil

Pharmaceutical Industries, Ilorin. Furthermore, it was concluded that internal and
external environmental situations is wise to be used in policies formulation in order to
achieve a shared value.

5.4 Recommendations

In relations to the above findings and conclusion, the study recommends that;

i. Vision and mission statement should be further intensified as finding has shown
how significant it is to Tuyil Pharmaceutical Industries, Ilorin. This will eventually
influence the effectiveness of the firm thereby expediting the organizational
productivity.
ii. Tuyil Pharmaceutical Industries, Ilorin and other business organizations should also
synchronize the internal operations with external situations in order to procure
 56

strategic policies that they formulate; with this, the organizational efficiency
towards competitive advantage is assured.
iii. Tuyil Pharmaceutical Industries, Ilorin and other business industries values must be
protected through their management procedures in order to stabilize it economy.

5.5 Suggestions for further studies

This study suggests that further studies be expressed towards improving this study by
looking at other industry of their choice as this will assist the field of study in getting
more empirical findings. Also, future study may look into this concept in another angles
and perspectives in order to gig out more empirical findings.
 57

References

Abdel-Aziz, A.S & Saed, J.F. (2017). The impact of strategic management on the
Jordanian pharmaceutical manufacturing and organizations' business
performance. International Review of Management and Business Research,
3(2), 788 -900.

Abdi, M. A., & Sasaka, P. S. (2017). Role of strategic planning in organizational

performance of telecommunication companies in Mogadishu, Somalia: Case Fo
Hormuud. The Strategic Journal of Business and Change Management, 4(3),
664-682.
Abdiwali, K. A., & Titus, M. K. (2018). Effects of strategic management practices on
firm performance of medium and large telecommunication companies in
Mogadishu, Somalia. International Journals of Academics & Research, 3(3),
617- 712.
Abdulahi, I. A. (2018, March 26). Mareeg. Retrieved from mareeg.com:
https://www.mareeg.com

Abdullahi, O.M., & Said, A.M. (2021). The effect of strategic management practices on
organizational performance in NGOS in Mogadishu Somalia. International
Journal of Multidisciplinary Research, 7(1), 149 – 154.
Abdul-Rahman, A. A. (2019). The impact of strategic planning on enhancing the
strategic performance of banks: Evidence from Bahrain. Banks and Bank Systems,
14(2), 140 151.
Abodunde S.M. (2020). Strategic management and small and medium enterprises
performance: Evidence from Lagos State, Nigeria. SOCIALSCI Journal, 7(3), 1-15.
Abubakar, U. I., Hassan, I. (2017). Theoretical perspectives of management and their
application in Abubakar Rimi Television, Kano State, Nigeria. IOSR Journal of
Humanities and Social Science, 22(11), 18-28. doi: 10.9790/0837-2211081828
 58

Agwu, M.E. (2018). Analysis of the impact of strategic management on the business
performance of SMEs in Nigeria. Academy of Strategic Management Journal,
17(1),1-20.

Ahmed, A. S. (2017). Role of strategic management practices in organizational

performance of customs department in Mogadishu, Somalia. Imperial Journal
of Interdisciplinary Research, 3(9), 1201-1210.
Akinyele S.T.&Fasogbon O.I. (2007). Impact of strategic planning on organizational
performance and survival. Research Journal of Business Management, 1, 62-71.
Alaka, N. S., Tijani, A. A., & Abass, O. A. (2011).Impact of strategic planning on the
performance of insurance companies in Nigeria. European Journal of
Humanities and Social Sciences, 5(5), 92-109.

Andreea. (2015). the impact of the leadership on organizational performance. SEA -

Practical Application of Science, 1(7), 65-81.

Aras, G., & Crowther, D. (2013). Applying corporate social responsibility. In G. Aras, &
D. Crowther (Eds.), A handbook of corporate governance and social responsibility,
(pp. 281-286). Surrey: Gower Publishing Limited.
Arend, R. J., Zhao, Y. L., Song, M., & Im, S. (2017). Strategic planning as a complex
and enabling managerial tool. Strategic Management Journal, 38(8), 1741-1752.doi:
10.1002/smj.2420.

Baki, A., & Gökçek, T. (2021). Analyzing strategic management during covid-19
pandemic. Elektronik Sosyal Bilimler Dergisi, 11(42), 1- 21.

Barrozo, E. N. (2020). Strategic management system for competitive business

performance: a literature review. International Journal of Advances in Business
and Law, 1(1), 345 353.

Bento, A., Bento, R., & White, L. F. (2014). Strategic performance management systems:
Impact on business results. Journal of Computer Information Systems, 24, 25–33.
Bryson, J. M., Crosby, B. C., & Stone, M. M. (2015). Designing and implementing cross‐
sector collaborations: Needed and challenging. Public administration review, 75(5), 647
663.doi: 10.1111/puar.12432
 59

Burnes, B. (2014). Managing change: A strategic approach to organizational dynamics.

(4th ed.). Prentice Hall

Debarliev, S., & Suklev, B. (2018). Strategic planning effectiveness comparative analysis
of the Macedonian context. Economic and Business Review, 14(1), 63–93.

Dennis, N. M., Ng’ong’a, A., & Faith, O. A. (2019). Strategic management practices by
beach management units in Bondo Sub County, Kenya. International Journal of
Academic Research in Business and Social Sciences, 9(10), 229–241.

Dr Kvint, V. (2012). Strategic management and economics in the global emerging

market Moscow: Bujdet Publishing House.

Elbanna, S., Child, J., & Dayan, M. (2013). A model of antecedents and consequences of
intuition in strategic decision-making: Evidence from Egypt. Long Range
Planning, 46(1-2), 149-176. doi: 10.1016/j.lrp.2012.09.00

Ertuna, O., & Ertuna, B. (2013). How globalization is affecting corporate social
responsibility: Dynamics of the interaction between corporate social responsibility and
globalization. InG. Aras, & D. Crowther (Eds.), A handbook of corporate governance
and social responsibility, (pp. 323–340). Surrey: Gower Publishing Limited.

Ghosh, S. (2014). A study of the participation of the private sector companies of India in
corporatesocial responsibility activities through conjoint analysis. Vision, 18(2),
91 108.

Goldschmidt-Clermont, P. J. (2020). COVID-19 real-world data for the US and lessons

to reopen business. PLoS Pathogens, 16(8), e1008756.

Gong, B., Zhang, S., Yuan, L., & Chen, K. Z. (2020). A balance act: Minimizing
economic losswhile controlling novel coronavirus pneumonia. Journal of Chinese
Governance, 7 1–20.

Graham Y. (2017). Encouraging successful change. Managing Services, 51(1), 40-43.

Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley
& Sons.
 60

Green M. (2005). The mind of the strategist. McGraw Hill, New York.

Green, Jr, K. W., & Medlin, B. (2016). The strategic planning process: The link between
mission statement and organizational performance. Academy of Strategic
Management Journal, 12(1), 2-23.

Guven. B. (2020).The Integration of Strategic Management and Intrapreneurship:

Strategic Intrapreneurship from Theory to Practice. Business and Economics
Research Journal, 11(1), 229-245.

He, H., & Harris, L. (2020). The impact of covid-19 pandemic on corporate social
responsibility and marketing philosophy. Journal of Business Research ,8(2), 56-
71.

Heinonen, K., & Strandvik, T. (2020). Reframing service innovation: COVID-19 as a

catalyst forimposed service innovation. Journal of Service Management, 8(11),
199-220.

Hofer S. & Schendel N. (1998). Executing strategic change: Understanding the critical
management elements that lead to success. Prentice Hall.

Honggowati, S., Rahmawati, R., Aryani, Y. A., & Probohudono, A. N. (2017). Corporate
governance and strategic management accounting disclosure. Indonesian Journal
of Sustainability Accounting and Management, 1(1), 23–30.

Jimenez, B. S. (2013). Strategic planning and the fiscal performance of city governments
during the Great Recession. The American Review of Public Administration,
43(5), 581-601.doi: 10.1177/0275074012451051

John, R. R., & Babel, L. S. (2015). Strategic management of business performance

based on innovations and information. Journal of Competitiveness, 7(1), 3-21.

Karabulut, A. T., & Efendioglu, A. M. (2010). Impact of strategic planning on financial

performance of companies in Turkey. International Journal ofBusiness and
Management, 5(4), 3-12.
 61

Khan, M. W. J., & Khalique, M. (2014). A holistic review of empirical studies of

strategic planning and future research avenues. International Journal of Academic
Research in Economics and Management Science, 3(6) ISSN: 2226 3624.

Maryan, N. N. (2012). Analysis of the relationship between strategic planning and

competitive advantages in Jordanian banks. Interdisciplinary Journal of Contemporary
Business Research, 4 (8), 220-238.

McCoy, J. (2015). Using A content Combination Strategy to Maximize Our Content

Marketing.Available: https://expresswriters.com/using-a-content-combination
strategy-to-maximize our-content-marketing/ Accessed 26 February 2022.

Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review,
72(1), 107-114.

Mitra, N. (2021). Impact of strategic management, corporate social responsibility on firm

performance in the post mandate period: evidence from India. International
Journal of Corporate Social Responsibility, 6(3), 1-15.
https://doi.org/10.1186/s40991-020 00052-4

Ndung’u, K. A. (2016). Influence of strategic management practices on the performance

of Christian churches in Nairobi, Kenya. Nairobi. Contemporary Issues in
Management, 8(4), 123-131.

Nnamani, E., Ejim, E., & Ozobu, A. (2017), Effect of strategy formulation on
organizational performance: A study of Innoson manufacturing company Ltd
Emene, Enugu. World Journal of Management and Behavioral Studies 3(1), 9-
20.
 62

Nyaupane, D. (2020). Strategic management in small enterprises. A Thesis Submitted in

partial fulfilment for the award of Master’s Degree in Engineering and Industrial
Management, Centria University of Applied Sciences.

Olanipekun, W.D., Abioro, M.A., Akanni, L.F., Arulogun, O.O., & Rabiu, R.O.
(2015).Impact of strategic management on competitive advantage and
organisational performance – evidence from Nigerian bottling company.
Journal of Policy and Development Studies, 9(2), 185-198.

Orony, O. G. (2016). Strategic management practices and performance of national

irrigation Board Of Kenya. Nairobi.

Owolabi, S. A., & Makinde, O. G. (2012). The effect of strategic planning on the
corporate performance in university education: A study of Babcock University.
Kuwait Chapter of Arabian Journal of Business and Management Review, 2(4), 27-
44.

Phina, O. N. (2020). Effects of strategic management on organizational performance in

manufacturing firms in South-East Nigeria. Asian Journal of Economics, Business
and Accounting, 15(2), 24-31. DOI: 10.9734/AJEBA/2020/v15i230211

Poister, T. H. (2010). The future of strategic planning in the public sector: Linking
strategic management and performance. Public Administration Review, 70(1), 246-
254.doi: 10.1111/j.1540-6210.2010.02284.x

Polyanin, A., & Dokukina, I. (2016). Implementation of strategic management in

agricultural organizations: Problems and prospects. Russian Journal of Agricultural
and Socio Economic Sciences, 55(7), 1091-124.

Pringle, I., Young, D. & Chambers, C. (2016). Change leadership- why generalmanagers
need a new type of competence. Accountancy Ireland, 38(1), 72-73.
 63

Ramakrishna, N. (2019). Henry Fayol's principles of management and its applicability in

contract staffing. International Journal of Management, IT and Engineering, 9(3),
168 182.

Rastislav, R. & Silvia, L. (2015). Strategic management of business performance based

on innovations and information support in specific conditions of Slovakia. Journal of
Competitiveness, 7(1), 3-21. DOI: 10.7441/joc.2015.01.01

Robbins, S. P. (2003). Organizational Behavior (10th ed.). Prentice Hall.

Romano, F. (2020). An estimate of the economic impact of covid-19 on Australia.

Availableat SSRN 3581382.

Rose. A & Lawton, R. (2009). Public service managementFT-Prentice Hall.

Ruly, B., Sunaryanto, M, & Heri, P. (2017). The effect of strategic management and
strategic management accounting system on the performance of manufacturing
companies in east JAVA (using the perspective of institutional theory).
International Journal of Business, Economics and Law, 12(1), 22-52.

Schein, E. H. (2009). Organization culture and leadership, 2nd Ed, San Fransisco.

Sevcik, M., Zubikova, A., Klement, J., Kozak, J., Zeman, M., Smolak, P., Lejsek, T.,
Simunek, L.,& Vesela, K. (2020). Economic Policy Recommendations During the
Coronavirus Pandemic in the Czech Republic. International Journal of Business and
Management, 8(1),155–175.

Singh, H., & Samalia, H. (2014). A Business Intelligence Perspective for Churn
Management. Procedia – Social and Behavioral Sciences 109, 51–56. doi: 10.1016/
j.sbspro.2013.12.420
 64

Spee, A. P., & Jarzabkowski, P. (2011). Strategic planning as communicative process.

Organization Studies, 32(9), 1217-1245.doi: 10.1177/0170840611411387

Steiner, G. A. (2010). Strategic planning. New York: Simon & Schuster.

Sullivan, K., Thomas, S., & Rosano, M. (2018). Using industrial ecology and strategic
management concepts to pursue the Sustainable Development Goals. Journal of
CleanerProduction, 174, 237–246.

Szabo, Z. K., Šoltés, M., & Herman, E. (2013). Innovative capacity & performance of
transitioneconomies: Comparative study at the level of enterprises. Ekonomika a
manažment, 1, 52 – 68.

Tapinos, E., Dyson, R., & Meadows, M., (2005). The impact of performance
measurement in strategic planning. International Journal of Productivity and
Performance Management,54(5/6),370384.doi: 10.1108/17410400510604539/full/html

Teece, D. J. (2019). A capability theory of the firm: An economics and (strategic)

management perspective. New Zealand Economic Papers, 53(1), 1–43.

Timiyo, A. J. (2020). Re-imagining strategic management during covid-19. International

Journalof Economics, Commerce and Management, 8(12), 569-583.

Tison, G. H., Avram, R., Kuhar, P., Abreau, S., Marcus, G. M., Pletcher, M. J., & Olgin,
J. E. (2020). Worldwide effect of COVID-19 on physical activity: A descriptive study.
Annals of Internal Medicine.

Trigeorgis, L., & Reuer, J. J. (2017). Real options theory in strategic management.
Strategic Management Journal, 38(1), 42–63.

Tutunea, M., & Rus, R. (2012). Business intelligence solutions for SME´s. Procedia
Economicsand Finance. 3, 865-870. doi:10.1016/S2212-5671(12)00242-0
 65

Umar, A. A., Muhammad, N., & Hassan, I. (2020). Strategic planning process and
organizational performance in Nigerian public sector: A review of literature.
International Journal ofAcademic Research in Business and Social Sciences,
10(7), 367–382.

Verma, S., & Gustafsson, A. (2020). Investigating the emerging COVID-19 research
trends in thefield of business and management: A bibliometric analysis approach.
Journal of BusinessResearch, 118, 253–261.

Waiganjo, E. W. (2013). Effect of competitive strategies on the relationship between

strategic human resource management and firm performance. Nairobi.

Wanjohi, N. E. (2013). Strategic control systems in strategy implementation and

financial performance of Banbyru cement limited.Nairobi Journal of
Management, 8(3), 101-118.

Waweru, P. K. & Omwenga, J. (2015). The influence of strategic management practices

on performance. International Journal of Scientific and Research Publications,
5(6) 1-35.
 66

APPENDIX I
KREJCIE AND MORGAN SAMPLE SIZE TABLE
N S N S N S
10 10 220 140 1200 291
15 14 230 144 1300 297
20 19 240 148 1400 302
25 24 250 152 1500 306
30 28 260 155 1600 310
35 32 270 159 1700 313
40 36 280 162 1800 317
45 40 290 165 1900 320
50 44 300 169 2000 322
55 48 320 175 2200 327
60 52 340 181 2400 331
65 56 360 186 2600 335
70 59 380 191 2800 338
75 63 400 196 3000 341
80 66 420 201 3500 346
85 70 440 205 4000 351
90 73 460 210 4500 354
95 76 480 214 5000 357
100 80 500 217 6000 361
110 86 550 226 7000 364
120 92 600 234 8000 367
130 97 650 242 9000 368
140 103 700 248 10000 370
150 108 750 254 15000 375
160 113 800 260 20000 377
170 118 850 265 30000 379
180 123 900 269 40000 380
190 127 950 274 50000 381
200 132 1000 278 75000 382
210 136 1100 285 1000000 384
Where:S = Sample Size N = Population.
Source: Krejcie and Morgan (1970).
 67

Appendix B
Questionnaire

Department of Business and

Entrepreneurship,
Faculty of Humanities, Management and
Social Sciences,
Kwara State University, Malete,
Kwara State

Dear Respondent,
LETTER OF INTRODUCTION
The bearer, Fasasi Hammad Olawale with matriculation number 20D/27BA/01190 is a
student of the Department of Business and Entrepreneurship, Faculty of Management and
Social Sciences; Kwara State University, Malete. He is currently conducting a research
titled “Impact of Strategic Planning on Organizational Productivity: A Case Study of
Tuyil Pharmaceutical Industries, Ilorin.

It is for this purpose that I humbly solicit for your support in helping her fill this
questionnaire in order to make her carryout this research work successfully. Hence, the
information supplied in this questionnaire shall be treated with utmost confidence as it is
intended for academic purpose only.

Thanks for your cooperation.

Yours faithfully,

Dr. Kareem Olanrewaju

Supervisor
 68

SECTION A: DEMOGRAPHIC QUESTIONS

(N.B Answer by Ticking where applicable)
1. Gender: Male ( ) Female ( )
2. Age: 20-29 ( ) 30-39 ( ) 40-49 ( ) 50-59 ( ) 60 and above ( )
3. Marital status: Single ( ) Married ( ) Separated ( )
4. Educational background: SSCE ( ) OND/NCE ( ) HND/B.Sc. ( ) Postgraduate (
) Others ( )
5. Years in Service: 5years and below: ( ) 6-10 ( ) 11-20 ( ) 21-30 ( ) 31 and above
()
SECTION B: Please Tick the appropriate alternative
Key; Where SA-Strongly Agreed, A- Agreed, N-Neutral, SD-Strongly Disagreed D-
Disagreed
Research Statements SA A N SD D
Vision and Mission Statement
VMS1 My organization incorporate a well functioning vision
and mission statement
VMS2 I believe that the aims and objective can be achieved
through vision and mission statement of the business
VMS3 Organizations need to have the full knowledge and
ideal of how they operate in meeting the needs of the
society
VMS4 The strategies implement must align with
organizational culture and business progression
Shared Value
SV1 My organization operational policies and procedures
meet competitive advantages
SV2 The economic stability of a business must be
considered while formulating policies
SV3 The culture and procedures in practice in my firm
complement the economy as well
SV4 The internal and external environmental situations is
wise to be used in policies formulation in order to
achieve a shared value
Organizational Effectiveness
OE1 A business effectiveness is determined by the nature
of its practiced policies and procedures
 69

OE2 Organization can be built on a solid rock with good

economic mode of practices
OE3 My firm is effective with the nature of our operation
OE4 Meeting the quality demand of goods and services for
the customer result to organizational effectiveness
Efficiency
E1 Using a clear and dynamic process for formulating
steps and implementation provides goal efficiency
E2 The management system is efficient with their
operation standard implementation
E3 Efficiency and business stability is assure by
considering the general economy of the society while
setting operation standards
E4 It is good to evaluate the policies of the firm weather
it give expected result
Thanks for your time.
70