ArticleReview ONE; IMPACT OF STRATEGIC MANAGEMENT ON

COMPETITIVE ADVANTAGE AND ORGANISATIONAL PERFORMANCE –

EVIDENCE FROM NIGERIAN BOTTLING COMPANY

Summited To;
Prepared by;

June 2020
 Introduction for Article One

This article review was conducted to provide important theoretical contributions by validating
existing knowledge and introducing new insights regarding the important for
organizations to adopt strategic management practices to be at alert to environmental changes.
This study examined the impact of strategic management on competitive advantage and
organization performance in Nigerian bottling company using the resource based theory as its
theoretical basis because the theory explains how competitive advantage and superior
performance of an organization is explained by the distinctiveness of its resources and
capabilities which constitutes central considerations in formulating its strategy. The author’s
result of data analyses presented that Organizations are said to be operating in a turbulent and
hyper competitive environment, and it is their desire to continue to operate successfully by
creating and delivering superior value to their customers while also learning how to adapt to a
continuous and dynamic business environment. Strategic management is therefore a sine qua non
since as it involves developing and formulating strategies to meet competition and ensure long
term survival and growth. This will in turn ensure that competitive advantage is created so that
the company will not only outperform competitors but also guide it successfully in all the
changes in the environment. This study has been established that indeed strategic management
does not only gives a firm competitive advantage which makes it outperform competitors in the
industry but also go a long way in enhancing organizational performance.

Article reviewed
The article mainly focuses on the idea that examined the impact of strategic management on
competitive advantage and organization performance in Nigerian bottling company using the
resource based theory as its theoretical basis because the theory explains how competitive
advantage and superior performance of an organization is explained by the distinctiveness of its
resources and capabilities which constitutes central considerations in formulating its strategy.
Primary data with the aid of a structured questionnaire was used to elicit information from
respondents. The data collected were analyzed using both descriptive such as frequencies,
percentages mean, standard deviation and inferential statistics of Chi-square and Analysis of
Variance (ANOVA). The findings revealed that indeed the adoption and implementation of
strategic management practices makes the organization not only to be proactive to changes but
also initiate positive changes that consequently leads to competitive advantage and sustainable
performance. It was recommended that organization should continuously maintain, sustain and
improve strategic management practices since it is an indispensable tool for business
organization performance.

The study, on the other hand, aims to provide the results and are presented in The survey
research is mainly based on primary data collected from employees of Nigerian Bottling
Company, Ilorin Plant which constitutes the sample. Simple random sampling technique was
used to select the employees so as to give them equal chance of been selected. The population of
the study consisted of employees of the company. A sample size of two hundred (200)
respondents constitutes the sample size for questionnaires that were administered whose
population was estimated to be three hundred (300). A total number of 200 questionnaires were
distributed out of which only 158 were filled and returned appropriately. The questionnaire was
divided into two sections; section A focuses on demographic questions while section B bothers
on questions relating to the subject matter of the research. Response format was in 5 point Likert
scale forms with indicators ranging from strongly agree to strongly disagree.

Critical Analysis and Reflection on the findings of the Author One

I believe the topic being discussed is arguable, the study's results confirm various assertions
related to the use of impact of strategic management on competitive advantage and organization
performance. For example, simulations found that visuals could enhance portfolio decision-
making. Studies in practice settings have also found visuals are useful in facilitating interactions
and/or decision-making. This study has added to the validity of these findings as the opinions of
executives responsible for decision-making across different types of projects from a diverse
range of organizations found that an assortment of visuals is useful for their decision-making
activities. Additionally, the executive participants in this study confirm the importance of design
principles of purpose, truth and efficiency for visuals to be effective. The study's results confirm
the conceptual argument that dominant strategic management influences the expectations of
those involved with how the work should unfold. To summarize, this study has increased the
legitimacy of existing claims by drawing on the experience of those actively involved in work in
a variety of organizations and sectors, and this has implications for the credibility of this
knowledge.

I would agree with the author of the article in that I believe that importantly, the study's results
also extend our understanding of the use Strategic management of specifically in terms of
effective executive engagement. The influence diagram based on the findings narratives, shows a
‘bigger picture’ (than previous literature) of the conditions involved in engagement using
strategic management, and how they relate to each other. Extant literature has proposed some of
the influencing conditions resulting from this study. However, this study has identified additional
conditions that influence the use of strategic management and provided elaboration on some of
the previously noted conditions. These elaborated conditions relate to executives and the lack of
organizational support for. Examples of the new conditions identified by this study include the
executives disclosing the significant time pressures they face, and their tendency to be board
members on projects for which they may not have domain expertise. In terms of the elaborated
conditions, make brief reference to the administrative challenges that can be encountered when
creating visuals. This study provides a far greater description of the nature and source of these
challenges. Specifically, a lack of strategic management practices needs continuous and
sustained supervision, improvement and adequate funding in view of it importance. For practice,
it is critical to clearly document the organization objectives and to select objectives that are
measurable. The significant part of organization failure is associated with the consideration with
not meeting specific targeted benefit for business case. There are Lack of strategic Management
Skills and training in organization framework and it can be recommended the use of the
connectedness of conditions that result in the effectiveness of strategic in practice in organization
structure.