The Effect of Competitive Advantage on the Relationship between Strategic Change and Performance of Firms in the Alcohol Industry in Kenya
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Date
2016-06-15
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iJARS GROUP
Abstract
This paper examined the effect of competitive advantage on the relationship between strategic change and
firm characteristics on performance of firms in the alcohol industry in Kenya. Previous studies dwelt on effect
of limited aspects of strategic change such as marketing leaving out critical aspects like scope of strategies,
resource deployment patterns and competitive advantages. The study was underpinned by the Resource-Based
Theory (RBT). The study adopted a mixed method survey research design using qualitative and quantitative
methods. The population was 25 local firms registered by Kenya Revenue Authority by 2012 and approved by
National Authority for the Campaign Against Alcohol and Drug Abuse, (NACADA) by 2015. A saturated
sample consisted of 100 respondents to get primary data. Correlation and regression analysis were used to
determine the relationship between competitive advantage and organizational performance. Pearson
correlation was used to describe how the variables were related and the strengths of the relationship between
competitive advantage and organizational performance. Findings revealed that there was a fairly strong
significant positive correlation between competitive advantage and organizational performance.
Description
Keywords
Competitive Advantage, Organizational Performance and Resource Based Theory (RBT).