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This study investigates whether Strategic Communication Competence (SCC) predicts Organizational Performance (OP) among employees of Mbeya City Council (MCC), a Tanzanian local government authority, and whether Financial Resource Management (FRM) independently predicts OP and moderates the SCC–OP relationship. Grounded in Communication Accommodation Theory and the Resource-Based View, a structured questionnaire was administered to 501 MCC employees, of whom 471 provided valid and fully completed responses, yielding a 94.0% response rate. The data were analyzed using Partial Least Squares Structural Equation Modelling. The findings indicate that SCC emerged as the strongest predictor of OP, while FRM also significantly and independently predicted OP (β = 0.243, p < .001). However, FRM did not significantly moderate the SCC–OP relationship, suggesting that, within Mbeya City Council, the two capabilities function as parallel and independently associated predictors of organizational performance rather than as interacting capabilities. Collectively, SCC and FRM explained 58.3% of the variance in OP, while the measurement model demonstrated sound reliability and validity. Given the cross-sectional and single-site design, these findings should be interpreted as evidence of significant associations and predictive relationships rather than causal effects. Based on these findings, recommendations are offered primarily for MCC and, more cautiously, for similarly structured Tanzanian local government authorities pending multi-site replication. In particular, MCC should prioritize strategic communication capability-building through feedback systems, information-sharing routines, and communication training, given SCC’s comparatively greater contribution to the explained variance in organizational performance. At the same time, financial resource governance should be maintained as an independently justified budgetary priority rather than being contingent upon communication outcomes.

The study investigated the role played by the dimensions of organizational culture in a strategic management process to help organizations in the hotel industry realize business recovery in a post-COVID-19 period. The conceptualization of the study relied on the strategic thinking lens preceding strategic management processes to situate the role of organizational culture in the strategic management processes undertaken at the strategy formulation phase. The element of organization's mission was argued to be the relevant practice for anchoring culture into the strategy formulation process. Four types of organizational culture were studied in business recovery. Three objectives guided the study focusing on the extent of the adoption of culture types, levels of business recovery attained and the effect of the level of adoption on the level of business recovery attained. A sample of 57 hotels was selected and 189 respondents were drawn from functional units in each of the hotels. The study reports that the level of adoption of the culture is at a high level while the extent of business recovery is at a moderate level of between 20-40% growth. Innovation culture does not have a significant statistical effect while market, customer orientation and adhocracy cultures have a significant statistical effect on the level of business recovery. The study concludes that the relevant cultures were responsible for aligning culture with the strategy formulation phase through the component of the mission of an organization and that the process needs to embrace combined attributes of the underpinning theories of RBV and the organizational culture theory. The study calls on future research to integrate more aspects of strategic thinking and consider using more objective sources of research data.

The overriding purpose of the study was to ascertain through empirical research whether Porter’s diamond firm strategy, structure and rivalry construct influence the key automotive industry of Pakistan. The Researchers applied positivism research philosophy to help generalize the research study outcomes. Descriptive analytics was deployed to help determine the significance, direction and magnitude of the study. Primary data was obtained from senior managers working in the industry by applying a structured questionnaire for subsequent analysis. While soliciting data, an 85.6% response rate was documented. Statistical techniques were applied which included parametric and nonparametric to arrive at objectively based results to draw safe conclusions.  The research findings have created significant value for practitioners in the auto industry as well as the decision-makers at the helm of policy formulation. Pragmatic inferences to be drawn from the research findings include improving the performance of the automotive sector by internalizing Porter’s diamond construct firm strategy, structure, and rivalry. Results in other industries may be tested with future research to help establish generalizability in the area.

The purpose of this study is to obtain a model to improve the performance of MSMEs through the application of competitiveness to enhance their corporate governance, motivation, and innovative behavior. A descriptive verification analysis was applied using 5 main variables which include corporate governance, motivation, innovative behavior, competitiveness, and performance of MSMEs. The population includes 106,038 MSMEs owners or employees in the Riau Islands Province while a total of 398 were selected as the subjects. Data were analyzed using Structural Equation Modeling (SEM) based on the variance which involves the Partial Least Square (PLS) data processing in SmartPLS Ver.3.0 software. The results showed that the level of governance, motivation, innovative behavior, and competitiveness in MSMEs can affect their level of performance. It was also discovered that competitiveness has a mediation role concerning the influence of corporate governance, motivation, and innovative behavior on performance. The novelty of this study is for it to serve as a strategic model to enhance the performance of MSMEs through their competitiveness by improving the corporate governance, motivation, and innovative behavior.

The Libyan economy under the influence of current political risks that is resulted in a sudden halt in petroleum products following the revolution followed by a halt in major economic activities. The banking sector was not immune to these current economic risks therefore, the banking sector faced non-financial and financial risks.  Our study focuses on human resources with a high level of talent and skills and their role to overcome the banking risks faced by the Libyan banking sector. This is of great importance as the first study addressing the empowerment of human resources in effective risk management in the banking sector, especially in Libya. To a chive the objective of the study the questionnaire method was used to collect data, the survey was distributed to 320 employees and six banks operating in the eastern part of Libya were selected as targets to investigate the risks faced by the banking system as a result of the current political crisis. The result of the research demonstrated there is a positive and statistically significant relationship between the dimensions of employees’ empowerment and effective risk management. It was seen that issues such as training, incentives, and participation, sharing of authority, teamwork for employees are important in risk management. In addition, the risk management and strengthening of human resources among the banks in Benghazi and Al Bayda have been found to differ in their dimensions. The findings in this study seem to be consistent with many findings in the literature.

This study investigates whether Strategic Communication Competence (SCC) predicts Organizational Performance (OP) among employees of Mbeya City Council (MCC), a Tanzanian local government authority, and whether Financial Resource Management (FRM) independently predicts OP and moderates the SCC–OP relationship. Grounded in Communication Accommodation Theory and the Resource-Based View, a structured questionnaire was administered to 501 MCC employees, of whom 471 provided valid and fully completed responses, yielding a 94.0% response rate. The data were analyzed using Partial Least Squares Structural Equation Modelling. The findings indicate that SCC emerged as the strongest predictor of OP, while FRM also significantly and independently predicted OP (β = 0.243, p < .001). However, FRM did not significantly moderate the SCC–OP relationship, suggesting that, within Mbeya City Council, the two capabilities function as parallel and independently associated predictors of organizational performance rather than as interacting capabilities. Collectively, SCC and FRM explained 58.3% of the variance in OP, while the measurement model demonstrated sound reliability and validity. Given the cross-sectional and single-site design, these findings should be interpreted as evidence of significant associations and predictive relationships rather than causal effects. Based on these findings, recommendations are offered primarily for MCC and, more cautiously, for similarly structured Tanzanian local government authorities pending multi-site replication. In particular, MCC should prioritize strategic communication capability-building through feedback systems, information-sharing routines, and communication training, given SCC’s comparatively greater contribution to the explained variance in organizational performance. At the same time, financial resource governance should be maintained as an independently justified budgetary priority rather than being contingent upon communication outcomes.

This study explored organisational culture and strategy implementation within the framework of the fourth industrial revolution (4IR). Using semi-structured interviews and thematic data analysis, the study explored the primary determinants of organisational culture and how these drivers affect the implementation of strategies in the 4IR. A total of twenty-five bank workers from South Africa participated in the study to collect qualitative data. Version 23 of the Atlas-ti software was utilised to analyse the participant data. Content analysis was employed in the study to analyse the data. The study's findings suggest that a variety of organisational culture challenges have an impact on the banking industry's capacity to put strategies into implementation. This includes elements related to organisational skills, mentality and attitude, collaboration and partnership, innovation and technology investment, as well as aspects of organisational leadership and strategy, structure, learning, incentives, processes, and procedures. The study reveals a wider perspective and significant recommendations to help managers adopt a comprehensive and multidimensional approach when tackling organisational culture difficulties within the framework of implementing strategies in the banking sector. In addition to making significant recommendations, the study's conclusion emphasises how crucial it is for the bank to maintain a similar culture across all of its business units because this will affect employee morale and behaviour when the strategy is being implemented.

There is significant rivalry among South African banks as a result of the banking sector's being oversaturated. Banks can make use of financial resources, robust organisational cultures, human resources, and productive employee collaboration in light of resource-based theory. The implications of strategy implementations in the banking sector are also looked at. An in-depth interview was created to collect data from twenty-five bank employees. Altas Ti was used for data analysis. The relationship between organisational sustainability and strategy implementation drivers was investigated in this study through the use of qualitative research methods. The results indicate that technology, social capital, organisational culture, and support from upper management all significantly influence how much a strategy is put into implementation. The findings also demonstrate a clear connection between the drivers of strategy implementation and achieving favourable financial and customer outcomes in addition to obtaining a competitive advantage. This study also clarifies the variables that affect strategy implementation and how it could enhance this sector's growth and competitiveness prospects. According to the current study's findings, in order to enhance organisational effectiveness, the banking industry needs to pay special attention to strategy implementation drivers.

The study investigated the role played by the dimensions of organizational culture in a strategic management process to help organizations in the hotel industry realize business recovery in a post-COVID-19 period. The conceptualization of the study relied on the strategic thinking lens preceding strategic management processes to situate the role of organizational culture in the strategic management processes undertaken at the strategy formulation phase. The element of organization's mission was argued to be the relevant practice for anchoring culture into the strategy formulation process. Four types of organizational culture were studied in business recovery. Three objectives guided the study focusing on the extent of the adoption of culture types, levels of business recovery attained and the effect of the level of adoption on the level of business recovery attained. A sample of 57 hotels was selected and 189 respondents were drawn from functional units in each of the hotels. The study reports that the level of adoption of the culture is at a high level while the extent of business recovery is at a moderate level of between 20-40% growth. Innovation culture does not have a significant statistical effect while market, customer orientation and adhocracy cultures have a significant statistical effect on the level of business recovery. The study concludes that the relevant cultures were responsible for aligning culture with the strategy formulation phase through the component of the mission of an organization and that the process needs to embrace combined attributes of the underpinning theories of RBV and the organizational culture theory. The study calls on future research to integrate more aspects of strategic thinking and consider using more objective sources of research data.

The overriding purpose of the study was to ascertain through empirical research whether Porter’s diamond firm strategy, structure and rivalry construct influence the key automotive industry of Pakistan. The Researchers applied positivism research philosophy to help generalize the research study outcomes. Descriptive analytics was deployed to help determine the significance, direction and magnitude of the study. Primary data was obtained from senior managers working in the industry by applying a structured questionnaire for subsequent analysis. While soliciting data, an 85.6% response rate was documented. Statistical techniques were applied which included parametric and nonparametric to arrive at objectively based results to draw safe conclusions.  The research findings have created significant value for practitioners in the auto industry as well as the decision-makers at the helm of policy formulation. Pragmatic inferences to be drawn from the research findings include improving the performance of the automotive sector by internalizing Porter’s diamond construct firm strategy, structure, and rivalry. Results in other industries may be tested with future research to help establish generalizability in the area.