Influence of Strategic Feedback and Responsiveness on the Organizational Performance of Supermarkets in Kenya

Abdifatah Galgallo Godana, Nancy Gacheri Rintari, Paul Maku Gichohi and Moses Gachoka Wainaina
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Abdifatah Galgallo Godana: Department of Strategic Management, Kenya Methodist University, P.O. Box 267 – 60200, Meru, Kenya
Nancy Gacheri Rintari: Department of Strategic Management, Kenya Methodist University, P.O. Box 267 – 60200, Meru, Kenya
Paul Maku Gichohi: Department of Strategic Management, Kenya Methodist University, P.O. Box 267 – 60200, Meru, Kenya
Moses Gachoka Wainaina: Department of Agricultural Economics, Agribusiness Management and Agricultural Education and Extension, Chuka University, P. O Box 109-60400, Chuka, Kenya

International Journal of Research and Innovation in Social Science, 2024, vol. 8, issue 12, 757-767

Abstract: Globally, supermarkets continually formulate and implement various strategies to enhance their organizational performance. The choice of strategy a supermarket adopts can have differing feedback and responsiveness on its performance. Some strategies may increase performance, while others deter organizational performance. In Kenya, Supermarkets are not left out in the process of strategic management. Still, some supermarkets like Nakumatt and Tuskys are seen closing down their operations while others like Naivas and Quickmart are expanding operations. This study sought to find out the influence of strategic feedback and responsiveness on the organizational performance of Supermarkets in Kenya. The study took place in 14 Counties, including Meru, Embu, Laikipia, Kirinyaga, Nyeri, Tharaka Nithi, Muranga, Nyandarwa, Kiambu, Nakuru, Nairobi, Marsabit, Isiolo and Wajir Counties of Kenya. The study employed a descriptive cross-sectional survey research design. The target population was 1800 managers running supermarkets in the 14 Counties from where a sample of 204 managers was selected through cluster random sampling. Primary data was collected from the managers using a semi-structured questionnaire. The data gathered was subjected to descriptive and inferential analysis using SPSS version 28. Correlational and multiple linear regression were performed at a 0.05 significance level. Correlational analysis revealed that there existed a positive and significant association between Strategy feedback (r=0.836, p=0.000) and strategy responsiveness (r=0.789, p=0.000) with the organizational performance of supermarkets. Regression analysis established that strategic feedback had the greatest effect on the organizational performance of supermarkets since a unit change caused a change in organizational performance by a multiple of 1.92 units. Strategy responsiveness significantly influenced the organizational performance of supermarkets with a unit change, causing a change in organizational performance by a factor of 0.91 units. The study concluded that both strategic feedback and responsiveness significantly and positively influence the performance of supermarkets. Supermarkets need to initiate robust feedback mechanisms as well as develop strategies that ensure quick adaptation to market dynamics.

Date: 2024
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