| dc.description.abstract | The study sought to assess the effect of concentric strategy on the
performance of Commercial State Corporations in Kenya. A cross-sectional
correlational design was adopted as the study design. The target population
was 1,026 senior managers of the Commercial State Corporations. The
sample size was 99 senior managers in Commercial State Corporations.
Primary data was gathered using a structured questionnaire. Collected data
was analysed using descriptive data analysis techniques (Mean, Standard
Deviation, Maximum and Minimum) and regression analysis. The results
were presented using tables and figures. The study established a significant
effect of concentric strategy on the financial, customers and internal
business process performance of Commercial State Corporations in Kenya (β
=0.829, p=0.000<0.05; β =0.648, p=0.000<0.05). Only learning, growth, and
development as a measure of a Balanced Scorecard were not affected by
the concentric strategy of the Commercial State Corporations. This study
concludes that the concentric strategy significantly improved the financial,
customer, and internal business process performance of Commercial State
Corporations in Kenya, as supported by statistical evidence. However, it had
no significant effect on learning, growth, and development performance.
The study recommends that Commercial State Corporations in Kenya
establish policies for strategic partnerships, develop performance metrics
and Key Performance Indicators, and regularly monitor progress to
effectively implement concentric strategies and enhance long-term
performance. | en_US |
