| dc.description.abstract | In the globalization, integration and liberalization era, the business environment is becoming fiercer than before; businesses of all types and sizes are facing continually changing situations externally and internally. Furthermore, the question at the heart of every strategist in every business enterprise is how to cope with these ambiguities, leverage competitive edge and expected level of performance. Organizations need to acquire new skills to develop a strategic vision for the future course of their business. Companies have long known that, to be competitive, they must develop a good strategy and then appropriately realign structure, systems, leadership behavior, human resource policies, culture, values and management processes. The study sought to establish the role of strategic orientation as a source of competitive advantage at Geothermal Development Company in Kenya. The research design was a case study. The study used primary data which was collected using an interview guide. The data obtained from the interview guide was analyzed using content analysis. The findings of the study was that the company strategic orientation has helped the company analyze a strategy for future growth as it compares with an actual execution of procedures, put in place timelines that shall aid in achieving the vision/mission and sustainability of target goal of 5000 Mw. The study results established that it improves performance and allocation of resources, gives the company strategic orientation towards achieving its goals and that it influences decision on strategic direction. Competitive advantage of the company results from the efficiency and productivity and this was achieved through exploring new creative ideas that may lead to changes in the market place, proper allocation of skills and practices, training and use of latest technology. The company ensures that there is effective utilization of all resources at the disposal of the company. This involves proper planning which involves allocation of financial resources to the key strategic areas that will enable the company to undertake its mandate effectively. The company was found to have undertaken measures to reduce costs which include cost cutting on less required items and outsourcing, buying own rigs, hiring of experienced staff and use of modern technologies of sub-surface and surface exploration. The company takes risks which include financial risks, training of its staff and drilling of exploration wells in areas that have not been drilled before | en_US |
