Mediating Effect of Strategy Implementation on the Relationship Between TMT Characteristics and Performance of Ugandan State Agencies
Keywords:
TMT characteristics, strategy implementation, Ugandan State Agencies, Performance of Ugandan State Agencies
Abstract
This study aims to determine the mediating effect of strategy implementation on the relationship between TMT characteristics and the performance of Ugandan state agencies. The study was anchored on the theories of the upper echelon and dynamic capabilities. The study adopted a descriptive cross-sectional research design. The target population of the study was the 201 state agencies in Uganda. The study adopted at least three members of the TMT depending on the number of TMT members of the 160 selected state agencies in Uganda to gather the required information. Primary data was gathered using a structured questionnaire that was administered online. Inferential statistics employed regression analysis to test the hypothesis and draw conclusions. Haye’s (2022) PROCESS 4 (model 4) was utilised to test the hypothesis of this study. Furthermore, strategy implementation partially mediates the relationship between TMT characteristics and performance (Indirect effect of strategy implementation, b=.385, p<0.05 and the direct effect, b = .267, p<0.05). From the findings of this study, the research concludes that strategy implementation has a significant partial mediating effect on the relationship between TMT characteristics and the performance of Ugandan state agencies. In addition, the results imply that the specific mechanism by which the connection between TMT characteristics and the performance of Ugandan state agencies occurs is direct, strategy implementation contributes a part to the relationship. This study recommends that individuals that make the TMT should have significant expert capabilities that give relevance while formulating and executing strategies. The study also recommends that strategy implementation should have a framework that is not affected by politics and corruption. This study also recommends that state agencies in Uganda create a prize and acknowledgment framework for TMTs and personnel who succeed in strategy implementation so they can be persuaded. This is because it is through strategy implementation that the state agencies in Uganda can follow through on their directives and further improve service delivery. Rewards give a chance to the TMTs and staff to contend among themselves and this would bring quality, efficiency, proficiency, and adequacy in delivering services.
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References
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2. Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182.
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7. Carpenter, M. A., Geletkanycz, M. A., & Sanders, Wm. G. (2004). Upper echelons research revisited: Antecedents, elements, and consequences of top management team composition. Journal of Management, 30(6), 749–778.
8. Chathoth, P., K. (2002). Co-alignment between Environment risk, corporate strategy, capital structure, and firm performance: An empirical investigation of restaurant firms (PhD Thesis). Virginia Tech.
9. Clulow, V., Gerstman, J., & Barry, C. (2003). The resource‐based view and sustainable competitive advantage: The case of a financial services firm. Journal of European Industrial Training, 27(5), 220–232.
10. Cooper, D., R., & Schindler, P., S. (2013). Business research methods (12th ed.). New York: McGraw-Hill Education.
11. David, F. R. (2003). Strategic management: Concepts and cases (9th ed.). Upper Saddle River: Prentice-Hall.
12. Dominic, T., & Theuvsen, L. (2015). Agribusiness firm resources and performance: The mediating role of strategic management practices (Working Paper No. 64). GlobalFood Discussion Papers. Retrieved from GlobalFood Discussion Papers website: https://www.econstor.eu/handle/10419/110455
13. Edelman, L. F., Brush, C. G., & Manolova, T. (2005). Co-alignment in the resource–performance relationship: Strategy as mediator. Journal of Business Venturing, 20(3), 359–383.
14. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121.
15. Genc, E. (2017). Strategy implementation, organizational culture and performance in Turkish local government (PhD Thesis, Cardiff University). Cardiff University. Retrieved from http://orca.cf.ac.uk/112237/
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22. Irungu, S. (2007). The effect of top management teams on the performance of publicly quoted companies in Kenya. Unpublished PhD Thesis, University of Nairobi, Kenya.
23. Jalali, S. H. (2012). Appraising the role of strategy implementation in export performance: A case from Middle East. Business Intelligence Journal, 5(2), 284–291.
24. Kagaari, J. R., Munene, J. C., & Ntayi, J. M. (2013). Agency relations and managed performance in public universities in Uganda. SA Journal of Industrial Psychology, 39(1), 1–10.
25. Kandie, K. H., & Koech, K. (2015). Factors influencing strategy implementation at the National Treasury Ministry in Kenya. European Journal of Business Management, 7(10), 1–10.
26. Kaplan, R. S., & Norton, D. P. (2005). Creating the office of strategy management (p. 22). Boston: Harvard Business School.
27. Kasomi, F. M. (2015). Diversity in top management teams, strategic choice, top manager’s compensation schemes and performance of Kenyan state corporations (Unpublished PhD Thesis,). University of Nairobi.
28. Kinuu, D. (2014). Top management team psychological characteristics, institutional environment, team processes and performance of companies listed in Nairobi securities Exchange (Thesis). University of Nairobi.
29. Kirui, C. C. (2016). Strategy institutionalisation and performance of state owned corporations in the electricity sub—Sector in Kenya (Unpublished PhD Thesis,). Kenyatta University.
30. Kothari, C. R. (2004). Research methodology: Methods and techniques. New Delhi: New Age International (P) Limited.
31. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607–610.
32. Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: Developing the human competitive edge. Oxford: Oxford University Press.
33. Machuki, V., Aosa, O. E., & Letting, N. K. (2012). Firm-level institutions and performance of publicly quoted companies in Kenya. International Journal of Humanities and Social Science, 298, 312.
34. Mankins, M. C., & Steele, R. (2005). Turning great strategy into great performance. Harvard Business Review, 2607.
35. Marimuthu, M., & Kolandaisamy, I. (2009). Demographic diversity in top level management and its implications on firm financial performance: An empirical discussion. International Journal of Business and Management, 4(6), 176–188.
36. Milana, E., & Maldaon, I. (2015). Managerial characteristics and its impact on organizational performance: Evidence from Syria. Business: Theory and Practice, 16(2), 212–221.
37. Mkalama, R. N. (2014). Top management demographics, strategic decision making, macro-environment and performance of Kenyan state corporations (Thesis). University of Nairobi.
38. Mkalama, R. N., & Machuki, V. N. (2019). Top Management Demographics and Performance: An empirical investigation of Kenyan State Corporations. International Journal of Business Administration, 10(1), 1–19.
39. Muchemi, A. W. (2013). Diversity in the top management teams and effects on corporate performance. Unpublished Independent Study Paper, University of Nairobi, University of Nairobi.
40. Njoroge, J. K. (2015). Strategy implementation, performance contracting, external environment and performance of Kenyan state corporations (Thesis, University of Nairobi). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke/handle/11295/94752
41. Nyamwanza, T., & Mavhiki, S. (2014). Strategy implementation of framework used by SMEs in Zimbabwe. Journal of Business and Management, 3(2), 1–16.
42. Obiero, O. J., & Genga, P. (2018). Strategy implementation and performance of Kenya revenue authority. International Academic Journal of Human Resource and Business Administration, 3(3), 15–30.
43. Okello, M. A., & Ngala, M. O. (2019). Top management team characteristics and strategic change outcomes of branch supermarkets in Nairobi County. International Academic Journal of Human Resource and Business Administration, 3(7), 441–456.
44. Oketch, Joseph O., Kilika, J. M., & Kinyua, G. M. (2020). The Moderating Role of the Legal Environment on the Relationship between TMT Characteristics and Organizational Performance in a Regulatory Setting in Kenya. Journal of Economics and Business, 3(1).
45. Oketch, Joseph O., Kilika, J. M., & Kinyua, G. M. (2021). TMT characteristics and organizational performance in a regulatory setting in Kenya. Retrieved from https://papers.ssrn.com/abstract=3779639
46. Oketch, Joseph Odongo, Kilika, J. M., & Kinyua, G. M. (2021). The mediating role of strategy execution on the relationship between tmt characteristics and organizational performance in a regulatory setting in Kenya. Journal of Business and Economic Development, 6(1), 12.
47. Okumus, F. (2003). A framework to implement strategies in organizations. Management Decision, 41(9), 871–882.
48. Okungu, W. J. (2017). Top Management Team Characteristics and Strategy Implementation in Nairobi County, Kenya (Thesis, University of Nairobi). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke/handle/11295/102778
49. Ouche, O. M., Oima, D. O., & Oginda, M. (2016). Moderating Effect of Strategic Planning Intensity on Strategic Planning and Financial Performance of National Sport Federations in Kenya. International Journal of Academic Research in Business and Social Sciences, 6(4), 242–260.
50. Pearce, J. A., & Robinson, R. B. (2011). Strategic management: Formulation, implementation, and control. New York: McGraw-Hill/Irwin.
51. Penrose, E. (2009). The theory of the growth of the firm. Oxford University Press.
52. Pierre, J. R., Timothy, M. D., George, S., & Gerry, J. (2009). Measuring organizational performance: Towards methodological best practice. Journal of Management, 35, 718–804.
53. Pride, W., & Ferrell, O. (2003). Marketing concepts and strategies. Boston: Houghton Mifflin Company.
54. Public Service. (2021). Rationalization of government agencies, commissions authorities and public expenditure. Kampala: Public Service.
55. Radix Management Consulting. (2017). Rapid assessment (ra) of public sector organisations in Uganda. Kampala: Radix Management Consulting.
56. Ricardo, R., & Wade, D. (2001). Corporate performance management: How to build a better organization through measurement driven strategies alignment. Butterworth: Heinemann.
57. Rupiny, D. (2018). Muhakanizi: We shall advise gov’t on agency mergers. Retrieved from https://ugandaradionetwork.net/story/muhakanizi-we-shall-advise-govt-on-agency-mergers
58. Saunders, M., Lewis, P., & Thornhill, A. (2012). Research methods for business students. Harlow: Pearson Education Limited.
59. Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & Sons.
60. Seotlela, R. P., & Miruka, O. (2014). Implementation challenges of performance management system in the South African mining industry”. Mediterranean Journal of Social Sciences, 5(7), 177–187.
61. Shadrack, W. M., & Owino, J. O. (2016). Top management team characteristics, strategy implementation and performance of tea factory companies in Kenya. International Journal of Research in Business & Technology, 7(3), 948–958.
62. Shah, A. M. (2005). The foundations of successful strategy implementation: Overcoming the obstacles. Global Business Review, 6, 293–302.
63. Slater, S. F., Olsen, E. M., & Hult, G. T. (2010). Worried about strategy implementation: Don’t overlook marketing role. Business Horizons, 53, 469–479.
64. Sorooshian, S., Norzima, Z., Yusof, I., & Rosnah, Y. (2010). Effect analysis on strategy implementation drivers. World Applied Sciences Journal, 11(10), 1255–1261.
65. Speculand, R. (2009). Six necessary mind shifts for implementing strategy. Business Strategy Series, 10(3), 167–172.
66. Springer, C. (2005). Keys to strategy implementation. PA Times, 28(9), 9–9.
67. Stewart, S. A., & Amason, A. C. (2017). Assessing the state of top management teams research. In Oxford Research Encyclopaedia of Business and Management (pp. 1–21). Oxford: Oxford Press.
68. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
69. Triana, M. del C., Richard, O. C., & Su, W. (2019). Gender diversity in senior management, strategic change, and firm performance: Examining the mediating nature of strategic change in high tech firms. Research Policy, 48(7), 1681–1693.
70. Tumusiime, L. (2015). Utilization of evaluation findings and performance of Uganda Public Sector Agencies: A case study of Uganda Bureau of Statistics. Uganda Technology and Management University, Kampala.
71. Wang, Y., & Wang, K. Y. (2017). How do firms tackle strategic change? A theoretical model of the choice between dynamic capability-based and ad hoc problem-solving approaches. Journal of Organizational Change Management, 30(5), 725–743. https://doi.org/10.1108/JOCM-03-2016-0045
72. Wasike, S, Ambula, R., & Kariuki, A. (2016). Top management team characteristics, strategy implementation, competitive environment and organizational performance: A critical review of literature. International Journal of Economics, Commerce and Management, 4(6), 601–618.
73. Wasike, SM, Vincent, M., Evans, A., & Ganesh, P. (2015). Top management team characteristics and performance of tea factory companies in Kenya. Journal of Business Management and Economics, 3(10), 21–27.
74. Yongvanich, K., & Guthrie, J. (2006). An extended performance reporting framework for social and environmental accounting. Business Strategy and the Environment, 15(5), 309–321.
2. Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182.
3. Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256–280.
4. Basheka, B. C., Lubega, J. T., Byamugisha, A., Rathinam, F., & Lubanga, T. (2017). Policy brief: Performance of public sector organisations in Uganda. Kampala: Radix Management Consulting (U) LTD.
5. Boyne, G. A. (2003). Sources of Public Service Improvement: A Critical Review and Research Agenda. Journal of Public Administration Research and Theory, 13(3), 367–394.
6. Cannella, A. A., & Holocomb, T. R. (2005). A multilevel analysis of the upper echelon model. In F. Dansereau & F. Yammarino (Eds.), Multi-level issues in strategy and methods (pp. 195–237). Oxford: Elsevier Press.
7. Carpenter, M. A., Geletkanycz, M. A., & Sanders, Wm. G. (2004). Upper echelons research revisited: Antecedents, elements, and consequences of top management team composition. Journal of Management, 30(6), 749–778.
8. Chathoth, P., K. (2002). Co-alignment between Environment risk, corporate strategy, capital structure, and firm performance: An empirical investigation of restaurant firms (PhD Thesis). Virginia Tech.
9. Clulow, V., Gerstman, J., & Barry, C. (2003). The resource‐based view and sustainable competitive advantage: The case of a financial services firm. Journal of European Industrial Training, 27(5), 220–232.
10. Cooper, D., R., & Schindler, P., S. (2013). Business research methods (12th ed.). New York: McGraw-Hill Education.
11. David, F. R. (2003). Strategic management: Concepts and cases (9th ed.). Upper Saddle River: Prentice-Hall.
12. Dominic, T., & Theuvsen, L. (2015). Agribusiness firm resources and performance: The mediating role of strategic management practices (Working Paper No. 64). GlobalFood Discussion Papers. Retrieved from GlobalFood Discussion Papers website: https://www.econstor.eu/handle/10419/110455
13. Edelman, L. F., Brush, C. G., & Manolova, T. (2005). Co-alignment in the resource–performance relationship: Strategy as mediator. Journal of Business Venturing, 20(3), 359–383.
14. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121.
15. Genc, E. (2017). Strategy implementation, organizational culture and performance in Turkish local government (PhD Thesis, Cardiff University). Cardiff University. Retrieved from http://orca.cf.ac.uk/112237/
16. Hair, J., Black, W., Babin, B., & Anderson, R. (2010). Multivariate data analysis (7th ed.). New Jersey: Prentice-Hall Inc.
17. Håkonsson, D. D., Burton, R. M., Obel, B., & Lauridsen, J. T. (2012). Strategy implementation requires the right executive style: Evidence from Danish SMEs. Long Range Planning, 45(2), 182–208.
18. Hambrick, D. C. (2007). Upper Echelons Theory: An update. Academy of Management Review, 32(2), 334–343.
19. Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193–206.
20. Hayes, A. F. (2022). Introduction to mediation, moderation, and conditional process analysis second edition: A regression-based approach (3rd ed.). New York: The Guilford Press.
21. Hu, L., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1–55.
22. Irungu, S. (2007). The effect of top management teams on the performance of publicly quoted companies in Kenya. Unpublished PhD Thesis, University of Nairobi, Kenya.
23. Jalali, S. H. (2012). Appraising the role of strategy implementation in export performance: A case from Middle East. Business Intelligence Journal, 5(2), 284–291.
24. Kagaari, J. R., Munene, J. C., & Ntayi, J. M. (2013). Agency relations and managed performance in public universities in Uganda. SA Journal of Industrial Psychology, 39(1), 1–10.
25. Kandie, K. H., & Koech, K. (2015). Factors influencing strategy implementation at the National Treasury Ministry in Kenya. European Journal of Business Management, 7(10), 1–10.
26. Kaplan, R. S., & Norton, D. P. (2005). Creating the office of strategy management (p. 22). Boston: Harvard Business School.
27. Kasomi, F. M. (2015). Diversity in top management teams, strategic choice, top manager’s compensation schemes and performance of Kenyan state corporations (Unpublished PhD Thesis,). University of Nairobi.
28. Kinuu, D. (2014). Top management team psychological characteristics, institutional environment, team processes and performance of companies listed in Nairobi securities Exchange (Thesis). University of Nairobi.
29. Kirui, C. C. (2016). Strategy institutionalisation and performance of state owned corporations in the electricity sub—Sector in Kenya (Unpublished PhD Thesis,). Kenyatta University.
30. Kothari, C. R. (2004). Research methodology: Methods and techniques. New Delhi: New Age International (P) Limited.
31. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607–610.
32. Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: Developing the human competitive edge. Oxford: Oxford University Press.
33. Machuki, V., Aosa, O. E., & Letting, N. K. (2012). Firm-level institutions and performance of publicly quoted companies in Kenya. International Journal of Humanities and Social Science, 298, 312.
34. Mankins, M. C., & Steele, R. (2005). Turning great strategy into great performance. Harvard Business Review, 2607.
35. Marimuthu, M., & Kolandaisamy, I. (2009). Demographic diversity in top level management and its implications on firm financial performance: An empirical discussion. International Journal of Business and Management, 4(6), 176–188.
36. Milana, E., & Maldaon, I. (2015). Managerial characteristics and its impact on organizational performance: Evidence from Syria. Business: Theory and Practice, 16(2), 212–221.
37. Mkalama, R. N. (2014). Top management demographics, strategic decision making, macro-environment and performance of Kenyan state corporations (Thesis). University of Nairobi.
38. Mkalama, R. N., & Machuki, V. N. (2019). Top Management Demographics and Performance: An empirical investigation of Kenyan State Corporations. International Journal of Business Administration, 10(1), 1–19.
39. Muchemi, A. W. (2013). Diversity in the top management teams and effects on corporate performance. Unpublished Independent Study Paper, University of Nairobi, University of Nairobi.
40. Njoroge, J. K. (2015). Strategy implementation, performance contracting, external environment and performance of Kenyan state corporations (Thesis, University of Nairobi). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke/handle/11295/94752
41. Nyamwanza, T., & Mavhiki, S. (2014). Strategy implementation of framework used by SMEs in Zimbabwe. Journal of Business and Management, 3(2), 1–16.
42. Obiero, O. J., & Genga, P. (2018). Strategy implementation and performance of Kenya revenue authority. International Academic Journal of Human Resource and Business Administration, 3(3), 15–30.
43. Okello, M. A., & Ngala, M. O. (2019). Top management team characteristics and strategic change outcomes of branch supermarkets in Nairobi County. International Academic Journal of Human Resource and Business Administration, 3(7), 441–456.
44. Oketch, Joseph O., Kilika, J. M., & Kinyua, G. M. (2020). The Moderating Role of the Legal Environment on the Relationship between TMT Characteristics and Organizational Performance in a Regulatory Setting in Kenya. Journal of Economics and Business, 3(1).
45. Oketch, Joseph O., Kilika, J. M., & Kinyua, G. M. (2021). TMT characteristics and organizational performance in a regulatory setting in Kenya. Retrieved from https://papers.ssrn.com/abstract=3779639
46. Oketch, Joseph Odongo, Kilika, J. M., & Kinyua, G. M. (2021). The mediating role of strategy execution on the relationship between tmt characteristics and organizational performance in a regulatory setting in Kenya. Journal of Business and Economic Development, 6(1), 12.
47. Okumus, F. (2003). A framework to implement strategies in organizations. Management Decision, 41(9), 871–882.
48. Okungu, W. J. (2017). Top Management Team Characteristics and Strategy Implementation in Nairobi County, Kenya (Thesis, University of Nairobi). University of Nairobi. Retrieved from http://erepository.uonbi.ac.ke/handle/11295/102778
49. Ouche, O. M., Oima, D. O., & Oginda, M. (2016). Moderating Effect of Strategic Planning Intensity on Strategic Planning and Financial Performance of National Sport Federations in Kenya. International Journal of Academic Research in Business and Social Sciences, 6(4), 242–260.
50. Pearce, J. A., & Robinson, R. B. (2011). Strategic management: Formulation, implementation, and control. New York: McGraw-Hill/Irwin.
51. Penrose, E. (2009). The theory of the growth of the firm. Oxford University Press.
52. Pierre, J. R., Timothy, M. D., George, S., & Gerry, J. (2009). Measuring organizational performance: Towards methodological best practice. Journal of Management, 35, 718–804.
53. Pride, W., & Ferrell, O. (2003). Marketing concepts and strategies. Boston: Houghton Mifflin Company.
54. Public Service. (2021). Rationalization of government agencies, commissions authorities and public expenditure. Kampala: Public Service.
55. Radix Management Consulting. (2017). Rapid assessment (ra) of public sector organisations in Uganda. Kampala: Radix Management Consulting.
56. Ricardo, R., & Wade, D. (2001). Corporate performance management: How to build a better organization through measurement driven strategies alignment. Butterworth: Heinemann.
57. Rupiny, D. (2018). Muhakanizi: We shall advise gov’t on agency mergers. Retrieved from https://ugandaradionetwork.net/story/muhakanizi-we-shall-advise-govt-on-agency-mergers
58. Saunders, M., Lewis, P., & Thornhill, A. (2012). Research methods for business students. Harlow: Pearson Education Limited.
59. Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & Sons.
60. Seotlela, R. P., & Miruka, O. (2014). Implementation challenges of performance management system in the South African mining industry”. Mediterranean Journal of Social Sciences, 5(7), 177–187.
61. Shadrack, W. M., & Owino, J. O. (2016). Top management team characteristics, strategy implementation and performance of tea factory companies in Kenya. International Journal of Research in Business & Technology, 7(3), 948–958.
62. Shah, A. M. (2005). The foundations of successful strategy implementation: Overcoming the obstacles. Global Business Review, 6, 293–302.
63. Slater, S. F., Olsen, E. M., & Hult, G. T. (2010). Worried about strategy implementation: Don’t overlook marketing role. Business Horizons, 53, 469–479.
64. Sorooshian, S., Norzima, Z., Yusof, I., & Rosnah, Y. (2010). Effect analysis on strategy implementation drivers. World Applied Sciences Journal, 11(10), 1255–1261.
65. Speculand, R. (2009). Six necessary mind shifts for implementing strategy. Business Strategy Series, 10(3), 167–172.
66. Springer, C. (2005). Keys to strategy implementation. PA Times, 28(9), 9–9.
67. Stewart, S. A., & Amason, A. C. (2017). Assessing the state of top management teams research. In Oxford Research Encyclopaedia of Business and Management (pp. 1–21). Oxford: Oxford Press.
68. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
69. Triana, M. del C., Richard, O. C., & Su, W. (2019). Gender diversity in senior management, strategic change, and firm performance: Examining the mediating nature of strategic change in high tech firms. Research Policy, 48(7), 1681–1693.
70. Tumusiime, L. (2015). Utilization of evaluation findings and performance of Uganda Public Sector Agencies: A case study of Uganda Bureau of Statistics. Uganda Technology and Management University, Kampala.
71. Wang, Y., & Wang, K. Y. (2017). How do firms tackle strategic change? A theoretical model of the choice between dynamic capability-based and ad hoc problem-solving approaches. Journal of Organizational Change Management, 30(5), 725–743. https://doi.org/10.1108/JOCM-03-2016-0045
72. Wasike, S, Ambula, R., & Kariuki, A. (2016). Top management team characteristics, strategy implementation, competitive environment and organizational performance: A critical review of literature. International Journal of Economics, Commerce and Management, 4(6), 601–618.
73. Wasike, SM, Vincent, M., Evans, A., & Ganesh, P. (2015). Top management team characteristics and performance of tea factory companies in Kenya. Journal of Business Management and Economics, 3(10), 21–27.
74. Yongvanich, K., & Guthrie, J. (2006). An extended performance reporting framework for social and environmental accounting. Business Strategy and the Environment, 15(5), 309–321.
Published
2022-11-30
How to Cite
Nuwagaba, A., Joseph, O., Angima, C., & Machuki, V. (2022). Mediating Effect of Strategy Implementation on the Relationship Between TMT Characteristics and Performance of Ugandan State Agencies. European Scientific Journal, ESJ, 18(34), 54. https://doi.org/10.19044/esj.2022.v18n34p54
Section
ESJ Social Sciences
Copyright (c) 2022 Arthur Nuwagaba, Owino Joseph, Caren Angima, Vincent Machuki
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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