Thesis:

Influence of strategic management practices on performance of agribusiness firms in Trans-Zoia county, Kenya

This study explored the influence of strategic management practices on the performance of agribusiness firms in Trans-Nzoia County, Kenya. The research specifically examined the influence of four key strategic management components: environmental scanning, strategy formulation, strategy implementation, and strategic evaluation on the overall performance of agribusiness firms. The study was grounded in the understanding that effective strategic management is essential for organizational success, especially in the competitive and dynamic agribusiness sector. This study was anchored on Resource Based View, Agency and Decision Theories. A mixed methods approach using an embedded research design was adopted to integrate both qualitative and quantitative data. The target population comprised 106 employees from five selected agribusiness firms, categorized into top (10), middle (33), and lower (63) management levels. Using Slovin’s formula, a sample size of 84 respondents was determined, proportionately drawn from each management tier (8 top, 26 middle, and 50 lower-level staff). Data collection involved the use of interview schedules for top management and semi structured questionnaires for middle and lower-level staff. The instruments were piloted to ensure validity and reliability, with a reliability coefficient of 0.7 set as the benchmark. Data from top management provided qualitative insights, while data from middle and lower-level staff included both qualitative and quantitative responses aligned to the study’s objectives. Quantitative data were analyzed using descriptive statistics (frequencies, means, and percentages) and inferential statistics (correlation and regression analysis), while qualitative data were analyzed thematically and reported narratively. The findings revealed that environmental scanning significantly contributes to improved performance by enabling firms to anticipate market trends, challenges, and opportunities. Strategy formulation was found to align organizational goals with internal capabilities, resulting in more focused and effective planning. Strategy implementation played a crucial role in translating strategic plans into actionable outcomes, with a strong emphasis on leadership, communication, and resource allocation. Strategic evaluation was identified as essential for monitoring performance, learning from past outcomes, and adapting strategies in response to internal and external changes. The study concluded that strategic management practices have a significant and positive influence on the performance of agribusiness firms in Trans-Nzoia County. It recommended that agribusiness firms institutionalize strategic management frameworks that incorporate continuous environmental analysis, participatory strategy development, efficient implementation structures, and regular performance evaluations. By adopting such practices, agribusiness firms can enhance productivity, service delivery, and profitability. The study contributes to the body of knowledge on strategic management in the agribusiness sector and offers practical implications for managers and policymakers seeking to improve organizational performance in similar contexts.