Effects of Strategic Alignment on Firm Performance: A Case of Mabati Rolling Mills, Kenya
DOI:
https://doi.org/10.47941/jbsm.2592Keywords:
Performance, Strategic Alignment, Motivation, Capacity BuildingAbstract
Purpose: This research examines the impact of strategic alignment on firm performance, focusing on four key restructuring variables: strategic conversations, participation, motivation, and capacity building.
Methodology: A descriptive survey design was used, targeting 281 management and staff, with a stratified random sample of 140 respondents. Data was collected through validated questionnaires and analyzed using both descriptive and inferential statistical methods.
Findings: Findings indicate that improved communication channels enhanced efficiency and ethical standards, though bureaucracy persisted despite protocol adherence. The reward system boosted performance, yet some employees lacked necessary amenities. Overall, strategic alignment positively impacted production, profitability, and market positioning—key indicators of strong performance.
Unique Contribution to Theory, Policy and Practice: The study provides valuable insights for manufacturing stakeholders, recommending enhanced strategic practices to optimize performance. Additionally, policymakers should implement supportive frameworks to improve workplace conditions and maximize employee productivity. Greater stakeholder engagement in decision-making is also advised to enhance organizational efficiency and competitiveness.
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Copyright (c) 2025 Stephen Oyondi Olieka, Dr. Dennis Juma
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
