An Examination of Strategic Management Behaviour of Firms from Emerging Markets: Evidence from Ghana

Abstract

It is argued that strategic management practices positively influence the competitiveness of firms. In the light of this the study examines the strategic management behaviors (practices and tools) adopted by firms from emerging markets, using Ghana as a case study. To address this issue, literature was extensively reviewed out of which a conceptual model consisting of a sample of key strategic management practices and tools that enhance firm competitiveness was adapted and validated using data from Ghana. The study sampled 390 respondents from the manufacturing and service sub-sectors that were purposively and conveniently drawn. By employing mean rankings and analysis of variance (ANOVA) to confirm and/or refute the proposed model, the following were among the key findings. First, development of annual goals and long-term goals were among the common strategic management practices used by Ghanaian firms. Secondly, concerning the strategic management tools, doing a SWOT analysis, and examining critical success factors (CSFs) were commonly used. Following from the findings, the study recommends that firms from Ghana must link the application of strategic practices and tools to their key performance measures. This will enable them to identify the outcomes of strategic behaviours and assess their impact on competitive indicators. It was further recommended that the ministry of Trade and Industry in collaborations with various industries and their associations must include some of the key strategic tools and practices as standards of best practices.