Edith Cowan Journal of Strategic Management

Strategic planning systems and sustainable urban road infrastructure development among town councils in Uganda.

2026-01-01T14:17:42+00:00

This study examined the influence of strategic planning systems on sustainable urban road infrastructure development among town councils in Uganda. Strategic planning systems were operationalized through six key dimensions: planning tools, planning resources, consideration of internal and external environmental factors, resistance to planning, and functional coverage of planning activities. Anchored in socio-technical systems theory, the study adopted a positivist research philosophy and employed a descriptive cross-sectional survey design. The target population comprised established town councils in Eastern and Central Uganda as of 1 July 2022. Quantitative data were analysed using correlation and regression techniques. The findings revealed a statistically significant positive relationship between strategic planning systems and sustainable urban road infrastructure development (R = 0.589, R² = 0.346, F = 14.837, p < 0.001), indicating that strategic planning systems account for a substantial proportion of variation in sustainable road infrastructure outcomes. The results suggest that effective utilization of strategic planning tools and adequate allocation of planning resources enhance the capacity of town councils to develop sustainable urban road infrastructure. The study recommends strengthening strategic planning practices within local governments to improve infrastructure sustainability.

Digital business model design and transient competitive advantage among manufacturing firms in Kenya.

2026-01-01T18:15:29+00:00

The manufacturing sector plays a critical role in Kenya’s economic development, yet its contribution to national output remains modest, partly due to limited competitiveness in an increasingly digitalized business environment. This study examines the influence of digital business model design strategies on the attainment of transient competitive advantage among large-scale manufacturing firms in Kenya. Anchored on strategic management and digital transformation perspectives, the study adopts a correlational research design to assess the relationship between digital strategy dimensions and competitive outcomes. The target population comprised 857 large-scale manufacturing firms, from which a sample of 348 firms was drawn, achieving a response rate of 76.8%. Data were analysed using Pearson correlation and bivariate regression techniques. The findings indicate a strong and statistically significant positive relationship between digital business model design strategies and transient competitive advantage, demonstrating that firms with well-integrated digital strategies are better positioned to respond to rapidly changing market conditions. Regression results further confirm that digital business model design is a significant predictor of transient competitive advantage. The study concludes that deliberate investment in digital transformation, innovative revenue models, and integrated customer engagement platforms is essential for sustaining competitiveness. It recommends the development of supportive policy frameworks and firm-level strategic alignment to enhance the effective implementation of digital business model strategies within Kenya’s manufacturing sector.

New Product Management Strategies on The Market Performance of Small and Medium-Tier Deposit-Taking Saccos in Kenya

2025-12-09T12:23:25+00:00

Purpose: The aim of the research was to evaluate the effect of new product management strategies on the market performance of small and medium-tier deposit-taking SACCOs in Kenya.

Design/ methodology/ approach: The study employed a positivism philosophy, and acceded to descriptive research design. A census of was carried out; data collection was carried out using questionnaires that were physically or electronically allotted to the key respondents' CEOs. Data analysis employed descriptive and inferential statistics to deduce the characteristics and significance of the relationships among variables. The inferential analysis provided correlation and regression outputs showing the variables' relationships and predictions. The inferential analysis gave rise to simple regression models and multiple linear regression with models such as R-square (R2), Anova statistics (F-statistics and P-value), the regression coefficient of Beta statistics (β), t-value, and p-value.

Findings: The results indicates that new product management strategies possess a constant with a β value of 1.076 and an associated P-value of 0.000. Additionally, the new product management strategies variable holds a β value of 0.665 with an associated P-value of 0.000. Consequently, both the constant and the coefficients for new product management strategies are statistically significant within the model. Thus, the study found a strong positive linear relationship between new product management strategies and market performance, with new product management strategies explaining a significant portion of the variance in market performance.

Unique contribution to theory, policy and practice: The study established a statistically significant link between new product management strategies and the market performance of small and medium-tier deposit-taking SACCOs in Kenya, indicating that such strategies greatly influence market outcomes. Although most SACCOs scored moderately (means of 3.81 and 3.76) in introducing new products and extending product lines, these strategies still contributed positively to performance. The study recommends that SACCOs strengthen high-performing strategies such as product diffusion and product re-engineering (means of 4.07 and 4.04) to further boost market performance and overall success.