Journal of Economics and Business

ISSN 2615-3726 (Online)

ISSN 2621-5667 (Print)

Published: 25 June 2019

The Effect of Operations Strategy on Performance of Consultancy Firms? An Empirical Survey of Management Consultancy Firms in Nairobi, Kenya

Eunice N. Wandiga, James M. Kilika, Rosemary James

Kenyatta University, Kenya

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10.31014/aior.1992.02.02.102

Pages: 469-488

Keywords: Facility Strategy, Management Consultancy Firms, Operations Strategy, Value Proposition Strategy

Abstract

The purpose of this study was to establish the effect of operations strategy on the performance of management consultancy firms in Nairobi, Kenya. The objectives of the study were: to investigate the effect of resource management, value proposition, facility, and knowledge-based value chain strategies on performance of management consultancy firms in Nairobi, Kenya. The study was conducted among management consultancy firms in Nairobi. The target population for the study was all the 227 management consultancy firms which practice as marketing, human resource, accounting and finance, and operations management consultants in Nairobi out of which 144 were selected using stratified random sampling technique. The study found that resource management, value proposition, and knowledge-based value chain strategies have a significant positive effect on the performance of management consultancy firms while facility strategy has no significant effect on performance on management consultancy firms. The findings raise theoretical implications underpinning strategic management practice and theories. It also raises practical implications to management consultants who are in charge of developing and deploying the operations strategy. The study recommends further research be extended to other consultancy businesses, manufacturing, banking, and insurance sector.

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