Title: Beyond market strategies: political and social dynamics of firm strategy and performance in Ghana

Authors: John A. Parnell; Edwin C. Mensah; Derek Oppong

Addresses: College of Business, University of North Alabama, Florence, AL 35632 USA ' School of Business, University of North Carolina at Pembroke, Pembroke, NC, 28372, USA ' School of Business, Central University/Data Link Institute, P.O. Box CO 2481, Tema, Ghana

Abstract: This paper investigates factors associated with strategic capabilities, market and non-market strategies (NMS), and performance in Ghana. SmartPLS was utilised to analyse 166 middle and top managers in the Accra-Tema district. Two distinct capability-strategy 'paths' to firm performance were identified. Financial performance was driven by technology and marketing capabilities, cost leadership, and political NMS, while non-financial performance was driven by management and marketing capabilities, differentiation, and social NMS. A firm's political involvement leveraged by cost controls and technology improved financial outcomes, while social engagement influenced only non-financial results.

Keywords: Ghana; strategic capabilities; corporate political analysis' competitive strategy; non-market strategy; strategic political management; SPM; performance.

DOI: 10.1504/IJBEM.2019.105258

International Journal of Business and Emerging Markets, 2019 Vol.11 No.4, pp.368 - 397

Received: 18 Apr 2019
Accepted: 24 Jul 2019

Published online: 22 Feb 2020 *

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