STRATEGIC MANAGEMENT PROCESS AND ORGANISATIONAL PERFORMANCE OF STEEL MANUFACTURING FIRMS IN RIVERS STATE

Abstract

This study examined the relationship between strategic management process and organisational performance of steel manufacturing firms in Rivers State. Three objectives and three corresponding null hypotheses guided the study. Correlational survey design was adopted for this study. The population of this study was 110 managers of steel manufacturing firms in Rivers State was used for the study. The study adopted the census population. Structured questionnaire was tilted “Strategic Management Process and Organisational Performance (SMPOPQ)” was used to elicit data. Cronbach’s alpha reliability coefficient of 0.82 was ascertained. PPMC (person product moment correlation) was used to test hypotheses on SPSS version 25.  There is a significant relationship between strategic formulation and resource utilization of steel manufacturing firms in Rivers Stat. There is a significant relationship between strategic implementation and profitability of steel manufacturing firms in Rivers State. There is a significant relationship between strategic evaluation and market share of steel manufacturing firms in Rivers State. The study concluded that strategic management process encompassing strategic formulation, implementation, and evaluation plays a pivotal role in enhancing the organisational performance of steel manufacturing firms in Rivers State. The study recommended that to improve profitability, firms should prioritize the effective implementation of strategic plans by establishing clear organisational structures, allocating sufficient resources, and training key personnel on execution frameworks.