Strong managerial background with senior level experience and cross sector exposure. Good strategic appreciation and vision, able to build and implement sophisticated plans with a proven track record explicitly supporting business needs. Self-driven and self-reliant, sets aim and targets and leads by example, collaborative approach with good interpersonal skills to engage, motivate and encourage others through change management. Highly focused with a consistent track record of successfully delivering full lifecycle implementations to tight time scales and within budget. Can network, maintain high levels of integrity within business and regulatory relationships developed.
Abstract
Strategic management scholars have argued that firms in the same industry and companies that practice strategic management have varying performance outcome. There are claims that appropriate choice of strategy influences superior firm performance. For many years’ freight forwarding companies have been facing challenges mainly due to heavy competition, poor infrastructure and slow reforms in the customs regulations with some of these companies having performed well and others exhibiting low performance. This could be attributed to some companies having a better understanding of the various critical determinants of performance while other companies could be lacking knowledge that competition is the basis of success or failure of their businesses. The purpose of this study was to establish the effect of organizational factors and external environment on the relationship between strategy typology and performance of freight forwarding companies in Kenya. This research was based on the industrial organizational economic theory, resource-based theory and contingency theory.
Research Supervisors
Prof. Evans Aosa, PhD
Dr. Kennedy Ogollah, PhD
Prof. James Njihia, PhD
Important Links
Google Scholar Profile