Strategic Partnership Practices and Performance of Safaricom Plc Kenya
Abstract
The realm of business and its environment is changing. Today, a number of factors
including internationalization, artificial intelligence, diminishing resources,
decreasing markets, increased substitutes, ever advancing technology and increased
consumer awareness are dictating competitive advantage. Success now depends on
how strategically innovative one gets and how effective the line of fit is between the
strategy and the objective. Among the measures that business put in place include the
use of strategic tools such as partnerships, alliances, acquisitions and mergers and
licensing. As preventive, reactive and corrective measures. These tools use executed
to enhance the gain of competitive advantage as well as economies of scale. Each of
these tools has its own unique approach to dealing with competitive threats. In
particular, partnership, and as the most effective tools, allows the use of partnership
practices in gaining all possible provisions by the other partner(s). The assumption is
that with the practices, performance is enhanced through the gained competitive
advantage. Based on this assumption, this study therefore sought to establish the
influence of strategic partnership practices on performance of Safaricom. Dynamic
capability and resource-based view theories were used to demonstrate the inherent
relationship. Descriptive research design was used along with purposively sampled
response unit and content analysis technique. Findings show that Safaricom PLC is
highly utilizing the partnership strategy. Further, the results show that all the four
strategic partnership practices under observation are equally applied in the
partnerships. However, their application is not uniform, as not all practices are used in
each and every partnership MoU. Each partnership was therefore found to have a
unique combination of the practices. In conclusion, the study found a positive
influence of the strategic partnership practices on performance of Safaricom PLC.
During analysis the study fall short of the practices, identifying has a limitation that
only four factor practices were considered. Another limitation was that the analysis
technique was not sufficient enough to express the levels of influence. Hence
suggestion that further research be conducted using quantitative approach on all
applicable partnership practices.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
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