Moderating Effect of Alliance Network on the Relationship between Competitive Strategies and Firm Performance in the Telecommunication Industry in Kenya

Author(s)

Musyoka Margaret Ndunge , Robert Arasa , Charles Ombuki ,

Download Full PDF Pages: 11-28 | Views: 615 | Downloads: 161 | DOI: 10.5281/zenodo.3514709

Volume 8 - September 2019 (09)

Abstract

Organizations on telecommunication platforms are heavily impacted by increased competition globally due to the industry’s dynamic nature especially in technology. Therefore, this has resulted in formation of alliance networks with the aim of entering new markets, developing new products faster, and meeting the growing market demands.  Alliance networks enable firms respond to technological changes with greater efficiency and speed in order to remain relevant to the market scene. Hence, the current investigated moderating effect of alliance networks on the relationship between competitive strategy and firm performance in telecommunication industry in Kenya. The descriptive research design was adopted and primary data collected through issue of questionnaires. Study findings revealed positive moderating effect of alliance networks on the relationship between competitive strategy and firm performance in the telecommunication industry in Kenya

Keywords

Alliance networks, Firm Performance, Competitive Strategy, Telecommunication

References

i.        Andersson, M., & Klepper, S., (2013). Characteristics and performance of new firms and spinoffs in Sweden, Industrial and Corporate Change, 22(1),245-280.

ii.      Arasa, R. & Gathanji, L. (2014). The relationship between competitive strategies and firm performance: a case of mobile telecommunication companies in Kenya. International Journal of Economics, Commerce and Management, 2(9),1234-1248.

iii.    Bagnoli, C.&Giachetti, C. (2015). Aligning knowledge strategy and competitive strategy in small firms. Journal of Business Economics & Management, 16(1), 571-598.

iv.     Barney, J., (1991). Firm resources and competitive advantage, Journal of Management, 17(1), 99-120.

v.       Chang, H., Fernando, G. D., & Tripathy, A. (2015). An Empirical study of strategic positioning and production efficiency. Journal of Operational Research, 11(1),2–9.

vi.     Ciobota, G., & Velea, A. (2015). Knowledge horizons -economics the strategic positioning of the financial banking companies – key factor for ach Indonesia competitive advantages. Knowledge Horizons - Economics, 7(1), 103–106.

vii.   Coccia, M. (2017). Sources of technological innovation: Radical and incremental innovation problem-driven to support competitive advantage of firms. Technology Analysis & Strategic Management, 29(9), 1048-1061.

viii. Galvan, J. L. (2015). Writing literature reviews: A guide for students of the social and behavioral sciences (6th Ed.). Glendale: Routledge.

ix.     Githira, C., Muturi, W., & Nasieku, T., (2019a). Influence of firm financial characteristics on stock return of listed companies in Nairobi securities Exchanges. American Based Research Journal, 8(3), 86-99.

x.       Githira, C., Muturi, W., & Nasieku, T., (2019b). Influence of firm financial characteristics on stock return of non-financial listed companies in East Africa securities Exchanges. American Based Research Journal, 8(3), 100-113.

xi.     Humphreys, A., & Rebecca J. W., (2017). Automated Text Analysis for Consumer Research. Journal of Consumer Research, 44(6), 1274–306

xii.   Kenya National Bureau of Statistics (2017). Kenya economic survey 2017. Nairobi: Government Printer.

xiii. Kihn, L., & Ihantola, E. (2015). Approaches to validation and evaluation in qualitative studies of management accounting. Qualitative Research in Accounting & Management, 12(2), 230-255

xiv. Kotler, P. (2017). Principles of marketing (7th ed.). Harlow, England: Pearson.

xv.   Krueger, R. A., & Casey, M. A. (2015). Focus groups: A practical guide for applied research. Los Angeles, CA: Safe.

xvi. Kumar, A, Ram B, R, Ramkumar, J, & Kannan, P. K. (2016). From Social to Sale: The Effects of Firm-Generated Content in Social Media on Customer Behavior. Journal of Marketing, 80(1), 7–25.

xvii.      Kyengo, J. W., Ombui, K. & Iravo, M. A. (2016). Influence of competitive strategies on the performance of telecommunication companies in Kenya. International Academic Journal of Human Resource and Business Administration, 2(1), 1-16.

xviii.    Leung, L. (2015). Validity, reliability, and generalizability in qualitative research. Journal of Family Medicine and Primary Care, 4(15),324-327.

xix. Linwei, L., Feifei, J., Yunlong, P. & Nengqian J. (2017). Entrepreneurial orientation and strategic alliance success: The contingency role of relational factors. Journal of Business Research, 72(1), 46-56.

xx.   Madhok, A., Keyhani, M. & Bossink, B. (2015). Understanding alliance: Adjustment costs and the economics of resource value. Strategic Organization, 13(2), 91-116.

xxi. Manchanda, P, Grant, P, & Adithya P., (2015). Social Dollars: The economic impact of customer participation in a Firm-Sponsored online customer community. Marketing Science, 34(3), 367–87.

xxii.      Marshall, C., & Rossman, G. B. (2015). Designing qualitative research (6th ed.). Thousand Oaks, CA: Sage Publications.

xxiii.    Milat, A. J., Bauman, A. E., & Redman, S. (2015). A narrative review of research impact assessment models and methods. Health Research Policy and Systems,13(1), 18-25.

xxiv.     Muia, F., (2017). Effect of competitive strategies on the performance of insurance companies in Kenya. Masters of Business Administration, Unpublished Thesis, USIU-A.

xxv.       Qian, L., & Wang, I.K. (2017). Competition and innovation: The tango of the market and technology in the competitive landscape. Management Decision in Economics, 38 (17),1237–1247

xxvi.     Sathana V, Velnampy T, Rajumesh S (2018) A Conceptual Study of Marketing Strategy and Development of SME. Journal of Account Marketing, 7(4),282-295.

xxvii.   Sklavounos, N. S., Rotsios, K. P. & Hajidimitriou, Y. A. (2015). The impact of age, interdependence and perceived risk of opportunism on inter-partner trust in international strategic alliances. Procedia Economics and Finance, 19(1), 175-183.

xxviii. Sompong, K.Igel, B. &Lawton, S, H. (2014). Strategic alliance motivation for technology commercialization and product development, Management Research Review, 37(6),518-537.

xxix.     Trujillo CM, Long TM. (2018). Document co-citation analysis to enhance transdisciplinary research. Science Advancement, 4(1),12-36.

xxx.       Varma, S., Awasthy, R., Narain, K.&Nayyar, R. (2015). Cultural determinants of alliance management capability – an    analysis    of    Japanese    MNCs    in    India. Asia    Pacific    Business    Review, 21(3), 424-448.

xxxi.     Vonortas, N. & Zirulia, L. (2015). Strategic technology alliances and networks. Economics of Innovation and New Technology, 24(5), 490-509.

xxxii.   Wanjiru M. M (2016). Competitive Positioning Through Strategic Alliances. Nairobi, United States International University.

Cite this Article: