Cross-Functional Collaboration Practices and Firm Strategic Outcome in The Energy Sector in Nairobi City County
DOI:
https://doi.org/10.47941/jbsm.3843Keywords:
Cross-functional collaboration, Strategic outcomes, Energy sector, Knowledge sharing practiceAbstract
Purpose: This study investigated the influence of cross-functional collaboration on firm strategic outcomes in the energy sector within Nairobi City County. The main objective of this study was to examine the effect of cross-functional collaboration on firm strategic outcomes in the energy sector within Nairobi City County.
Methodology: Employing a descriptive research design, the study targeted three hundred personnel from Oil & Gas (Petroleum) Energy companies in Nairobi City County. Stratified random sampling was used to select participants, while structured questionnaires served as the primary data collection instrument. Data were analyzed using descriptive and inferential statistics by use of SPSS software. The results were presented in tables, charts and graphs.
Findings: Findings indicated that open communication has the strongest positive and statistically significant effect on firm strategic outcomes. Equally, shared goal alignment also showed a positive significant effect, reinforcing its importance in synchronizing department efforts towards common organizational objectives. However, knowledge sharing and consensus building had small insignificant effects on strategic outcomes, suggesting that these factors might require more supportive organizational structures to impact firm performance significantly. The regression model explained about 71.3% of the variance in firm strategic outcomes; hence, cross-functional collaboration variables collectively strongly predict firm success.
Unique Contribution to Theory Practice and Policy: The study recommended enhancing open communication through transparent channels and collaborative digital tools, strengthening shared goal alignment via clear goal articulation and consistent communication across departments, integrating knowledge sharing into structured organizational processes supported by leadership, and carefully managing consensus building to balance inclusivity with decision-making efficiency.
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Copyright (c) 2026 Floridah Kambura Muthinja, Dr. Gor Kenneth
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