The Role of Strategic Evaluation and Control in SME Performance: Lessons from Empirical Evidence in Kabwe District

Ndila L Yanda, Austin Mwange, John Moose and Clement Mwaanga
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Ndila L Yanda: The University of Zambia, Institute of Distance Education, Lusaka, Zambia
Austin Mwange: The University of Zambia, Graduate School of Business, Lusaka, Zambia
John Moose: The University of Zambia, Institute of Distance Education, Zambia
Clement Mwaanga: Mulungushi University, School of Business, Kabwe, Zambia

African Journal of Commercial Studies, 2025, vol. 6, issue 1

Abstract: This study investigates the role of strategic evaluation and control (SEC) in the performance of small and medium enterprises (SMEs) in Kabwe District, Zambia. Based on the Resource-Based Theory (RBT) and Dynamic Capabilities Theory (DCT), the research explores how SMEs assess and adjust their strategies over time to align with internal and external environmental changes. A mixed-methods approach was employed, collecting quantitative data from 202 SME owners and managers through structured questionnaires and qualitative data via semi-structured interviews. The findings reveal that strategic evaluation and control positively affect SME performance, particularly in terms of sales, profits, and customer satisfaction. However, qualitative findings indicate inconsistencies and a lack of structured frameworks in implementing evaluation and control processes. The study recommends enhanced training, collaboration, and access to financial resources to improve the strategy evaluation and control mechanisms within SMEs in Kabwe District.

Keywords: Strategic evaluation and control; SMEs; performance; Resource-Based Theory; Dynamic Capabilities Theory; Kabwe District (search for similar items in EconPapers)
JEL-codes: D22 L26 M10 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:cwk:ajocsk:2025-26

DOI: 10.59413/ajocs/v6.i.1.9

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