A COMPARATIVE ANALYSIS OF STRATEGIC MANAGEMENT APPROACHES: A CASE OF PRIVATE AND PUBLIC ENTERPRISES IN TANZANIA

 

INTRODUCTION

1.1 Background of Study Problem

Strategic management has established itself an essential foundation for organizations maintain their competitive advantage throughout the dynamic and competitive global marketplace (Chungyas & Trinidad, 2022).  Organizations possessing strong strategic planning frameworks benefit from higher productivity levels reaching between 20–25% Ovcina and Arslanagic-Kalajdzic (2024)  , particularly in markets with uncertain conditions. The International Labour Organization reports a 30% improvement in operational efficiency among SMEs due to strategic resource allocation. The absence of formal strategic planning frameworks in Tanzanian enterprises exceeds 60% according to Nnko (2023), thus causing performance shortcomings and operational inefficiencies.

Strategic management functions as an established organizational principle within established economies. The United States technology giants Apple and Amazon depend on data analytics to defend their leadership position and fuel product development, according to Chen et al. (2022). The German approach to strategic supply chain risk management contributed to 18 percent growth in export revenues across 2019 to 2022, (Brewis et al., 2023) the United Kingdom achieved 28 percent better decision-making capacity through SIDM in high-risk sectors. These highlight the importance of strategic planning that combines flexibility and predictive capabilities to build national competitive advantages and firm resistance power.

The South African mining sector accomplished a 15% advancement in operational productivity by implementing strategic monitoring approaches (Zulu, Pretorius and van der Lingen, 2021). The telecom industry in Nigeria implemented risk management systems, which improved both service reliability and customer happiness (Akingbade, 2020). The Kenyan agricultural sector uses M&E systems to enhance productivity while overcoming environmental obstacles through climate-smart agricultural practices. African nations demonstrate an increasing dedication to deploy strategic instruments that boost business sustainability performance Sara et (al., 2021).

Despite recent advancements in Tanzania, strategic management implementation remains uncommon throughout the country. Private and Public Enterprises often work without strategic planning structures and consistent M&E monitoring frameworks, thus making them inefficient and financially vulnerable (Meshack & Mwaura, 2024). Public institutions face challenges with developing realistic goals and implementing collective organizational planning (Nnko, 2023). The private sector manufacturing segment continues to experience difficulties implementing management programs that depend on results and Enterprise Resource Planning systems, despite its position as the market leader (Mashenene and Kumburu, 2020).

The ineffective management strategies utilized by Tanzanian enterprises call for systematic research to identify the causes of this deficiency. The study works to connect the empty space by examining how public organizations, along with private entities, execute their strategic planning and M&E initiatives and risk management strategies while investigating associated business performance outcomes. The research results will support strategic improvement plans while helping businesses choose relevant models that boost their sustainability and competitiveness.

1.2 Aim of Study

1.2.1 Main Objective

The main aim of this study is a Comparative Analysis of Strategic Management Approaches: A Case of Private and Public Enterprises in Dar es Salaam, Tanzania.

1.2.2 Specific Objectives

1. To assess the impact of strategic planning on resource allocation and cost efficiency in operations between private and public enterprises in Dar es Salaam.
2. To examine the role of monitoring and evaluation in enhancing operational productivity between private and public enterprises in Dar es Salaam.

• To evaluate the effectiveness of risk management strategies in minimizing operational disruptions between private and public enterprises in Dar es Salaam.

1.3 Research Questions

1. What is the impact of strategic planning on resource allocation and cost efficiency in operations between private and public enterprises in Dar es Salaam?
2. What is the role of monitoring and evaluation in enhancing operational productivity between private and public enterprises in Dar es Salaam?

• What is the effectiveness of risk management strategies in minimizing operational disruptions between private and public enterprises in Dar es Salaam?

 

 

LITERATURE REVIEW

2.1 Empirical Literature Review

Abdalkrim (2024) studied how strategic planning activities have affected private sector organizations operating in Sudan. This research analyzed the relationship between four major strategic planning process indicators, namely mission statement, implementation, internal & external analysis, and control & evaluation, and organizational performance defined by productivity and turnover. Data was gathered through a questionnaire method from 60 managers working for ten private sector organizations. Employing Spearman’s Rank Correlation, it was observed that all strategic planning variables are positively related to organizational performance, thus proving that strategic planning bears a positively on the same organizations.

Sara et al. (2021) studied on strategic planning, human resource management, and asset management drive an increase in rural economic productivity in Indonesia. Using multiple linear regression analysis, it was found that strategic planning, human resource management, and asset management together have a significant effect on improving rural economic productivity positively. The findings have shown that it is strategic planning that moves the wheel in governing performance, but it cannot reach the goals relevant to increasing rural community welfare without being accompanied by strict management of human and asset resources.

Nnko (2023) established the status of implementing strategic planning practices in Tanzanian public institutions. From a total of 14 interviews with senior officers, the research reveals that although the importance of strategic planning is acknowledged, several obstacles prevent it from being put into practice effectively. Among them are fragmented planning systems, a lack of coordination and strategic thinking, and a lack of sufficient environmental scanning. The study prescribes the integration of a unified planning system, increasing knowledge of strategic management, encouraging strategic thinking, and formulating realistic and measurable objectives as prescriptions to improve strategic planning adoption in such institutions.

Ovcina and Arslanagic-Kalajdzic (2024) investigated the relationship between monitoring and evaluation, project implementation management systems (PIMS) for financial monitoring, knowledge management processes, and project performance in non-profit projects within a developing context, specifically Bosnia and Herzegovina (BiH). Using the resource-based view, dynamic capabilities, and knowledge management theory as frameworks, the research found that both M&E and PIMS significantly influence key knowledge management processes (internalization, accumulation, transfer, and integration), which subsequently positively impact project performance. The study concludes that synergy between M&E, PIMS, and knowledge management is crucial for enhancing project outcomes in the non-profit sector of developing countries.

Okafor, (2021) studied the monitoring and evaluation (M&E) system on the performance of the Reading and Numeracy Activities (RANA) Project in Nigeria. Using a descriptive survey research design with all 32 project employees, the research collected data through questionnaires and interviews. The findings revealed a positive relationship between M&E and project performance, with strong correlations between project performance and M&E plans, M&E skills, and M&E information management systems. The study concludes that M&E has a directly proportional influence on project performance and recommends institutionalizing M&E within organizations by establishing dedicated M&E units with adequate staffing.

Masawe and Isanzu (2020) aimed to determine the role of Monitoring and Evaluation (M&E) systems on organizational performance at the Tanzania Airport Authority (TAA). Using a descriptive quantitative research design, results revealed that M&E systems positively influence organizational performance and recommended that all organizations, both public and private, should continuously improve their M&E systems to enhance performance.

A COMPARATIVE ANALYSIS OF STRATEGIC MANAGEMENT APPROACHES: A CASE OF PRIVATE AND PUBLIC ENTERPRISES IN TANZANIA

Zwikael and Ahn (2024) investigated the effectiveness of risk management practices in mitigating project risk across diverse contexts. By surveying 701 project managers and their supervisors in seven industries across New Zealand, Israel, and Japan between 2002 and 2007, the research found that project context (industry and country) significantly influences both perceived project risk and the intensity of risk management processes. Crucially, the study demonstrated that risk management moderates the relationship between risk level and project success, with even moderate levels of risk management planning being sufficient to lessen the negative impact of high-risk levels on project outcomes.

This desk study by Enzokuhle  (2024) examined the effectiveness of risk management strategies in mitigating supply chain disruptions in South Africa. By reviewing existing studies and reports, the research found that robust risk management strategies, including risk assessment, supplier diversification, advanced technologies, and contingency planning, are crucial for maintaining operational stability and business continuity. The study highlights the importance of advanced technologies like predictive analytics and blockchain for early disruption detection and rapid response. The research suggests using Resilience Theory, Resource-Based View, and Contingency Theory for future studies and recommends promoting advanced technology adoption, fostering supplier collaboration, and advocating for policies that incentivize resilience-building practices within supply chains.

Meshack and Mwaura (2024) studied the effect of operational risk management practices on the financial performance of commercial banks in Tanzania. Using a descriptive research design, the study surveyed all 34 commercial banks in the country. Data was collected via questionnaires and analyzed using descriptive statistics. The findings revealed that credit risk, insolvency risk, and operational efficiency all influenced financial performance. The study recommends that commercial banks carefully manage their operations, particularly concerning insolvency and credit risk, as changes in these factors directly affect profitability and overall financial performance.

Ishtiaq, Tufai and Hussain (2021) evaluated how strategic management practices affect the business outcomes of small and medium enterprises (SMEs) located in South Punjab, Pakistan. The study utilized convenience sampling techniques to gather primary data through self-administered questionnaires within their investigation. The research analyzed strategy development alongside implementation and evaluation which originate from established literature variables. Findings revealed that proper management through strategies remains essential for improving both small business productivity and expansion. SME owners and managers should regularly assess their strategies for sustainability purposes and perform necessary interventions to enhance business performance.

Kaanaeli (2023) analysed strategic planning practices of public institutions in Tanzania, and its implementation challenges. The research team conducted in-depth interviews with fourteen public sector officials from different entities across Tanzania. The study revealed organizations understand strategic planning’s significance but execution suffers because of divided planning systems and decreased coordination ability and poor strategic thinking, and insufficient environmental monitoring. These barriers substantially hinder public institutions from using resources to support strategic mission objectives. The writer suggested implementing an integrated planning framework along with enhancing strategic management awareness and training and promoting strategic thinking skills among staff and establishing measurable performance goals to improve planning results.

2.2 Research Gap

Multiple studies have analyzed how strategic management impacts organizational performance, but the existing research shows limited diversity because it focuses on isolated sectors or lacks comprehensive analyses between different business models. The analysis of strategic management differences between private and public enterprises in Tanzania needs further investigation regarding resource allocation and operational resilience and cost efficiency within a specific sectoral context.

The research bridges existing knowledge gaps through targeted specific objectives that address crucial unexamined aspects of prior work. The investigation demonstrates strategic planning influences both resource distribution and cost management efficiency while acknowledging these factors become less emphasized in comparative research. Monitoring and evaluation (M&E) methods receive analytical attention in this work to improve operational productivity and track performance indicators among different ownership configurations. The study assesses risk management procedures that minimize operational interruptions along with quantitative data to demonstrate organizational resilience capacity. This study employs a comparative quantitative research framework with theoretical validation to present a comprehensive understanding of Tanzanian enterprise strategic management.

 

 

RESEARCH PROCESSES

3.1 Research Philosophy

The positivist research philosophy will be employed to study the influence of strategic planning, the role of monitoring and evaluation, and the effectiveness of risk management strategies on business performance.  The fact that positivism adheres to the use of scientific procedures and methodical approaches to knowledge generation (Kivunja et al., 2017) which are supported by quantitative criteria that precisely explain the parameters and their interactions, was another argument for embracing positivism in this study (Mirvis, 2023).

3.2 Research Approach

The study will employ a quantitative research approach due to its suitability for collecting numerical data and aligning with its objectives. Quantitative research is widely utilized to examine relationships between strategic management practices and business performance. This approach facilitates the collection of large datasets from various survey areas relevant to the study objectives and will allow the researcher to compare easily data sets, to disregard unreliable data based on respondent responses (Adedoyin, 2020).

3.3 Research Design

The study will adopt a comparative research design to analyse and contrast the strategic management approaches employed by private and public enterprises in Tanzania. This design is essential for systematically identifying similarities and differences in how the two sectors implement strategic planning, monitoring and evaluation, and risk management (Riyaz et al., 2022).

3.4 Study Area and Population of Study

The research will be in Dar es Salaam, Tanzania, while evaluating private and public enterprises operating in this urban centre across manufacturing, services, and public administration domains. Dar es Salaam serves as the prime research location because it functions as Tanzania’s leading commercial centre where numerous private and government institutions implement strategic management approaches. Senior management and operational staff, alongside middle-level managers, will make up the study population. A range of organizational levels takes part in the study to obtain complete insights, which enables researchers to measure how strategic management influences business performance throughout public and private sectors.

3.5 Sample Size and Sampling Technique

From the target population of private and public enterprises in Dar es Salaam, the study will use a stratified random sampling technique to ensure balanced representation across organizational levels, namely senior management, middle management, and operational staff. Stratification will help capture diverse perspectives on strategic management practices within each enterprise type. Once stratified, a simple random sampling method will be applied within each stratum to select individual respondents, reducing bias and enhancing reliability.

A sample size of approximately 384 respondents will be determined using Cochran’s formula. This sampling approach ensures that the data collected is both statistically valid and reflective of the broader population’s strategic management experiences across Dar es Salaam’s public and private sectors.

For an unknown population of Private and Public Enterprises, Cochran’s formula is being used:

 

Where:

Z = Z-score (1.96 for 95% confidence level), p = estimated proportion of the population with the characteristic (commonly 0.5 if unknown), e = margin of error (0.05), n₀= sample size for unknown population.

A COMPARATIVE ANALYSIS OF STRATEGIC MANAGEMENT APPROACHES: A CASE OF PRIVATE AND PUBLIC ENTERPRISES IN TANZANIA

3.6 Data Collection Method

The study will collect data using a structured questionnaire survey, which will be distributed directly to selected respondents from both private and public enterprises in Dar es Salaam. The questionnaire will consist of closed-ended questions formatted on a five-point Likert scale, designed to capture participants’ perceptions and experiences related to strategic planning, monitoring and evaluation, and risk management practices. This method is essential for the study as it allows for efficient, standardized, and objective data collection from a large sample, enabling quantitative analysis and comparison across organizational types (Creswell and Sinley, 2017). It also ensures consistency in responses, minimizes ambiguity, and supports statistical techniques needed to test relationships aligned with the study’s specific objectives (Taherdoost, 2021).

3.7 Validity and Reliability of Data

The validity of the research instruments will be tested through a pilot test to ensure the extent of their accuracy in collecting data from the respondents. The researcher will test the data collection instruments to assess and evaluate the accuracy and efficiency of the instruments and evaluate the validity and appropriateness of the information to be collected. Reliability test in this study will be through the use of Cronbach Alpha Coefficient to test internal scores, because is viewed as the most appropriate measure of reliability when making use of Likert scales. Kothari, (2008) argue that Cronbach alpha should vary between 0 and 1, therefore, the value must be more than 0.7 or higher for satisfactory analysis to proceed.

3.8 Ethical Considerations

The researcher will follow principles for ethical conduct in a study, including voluntary participation, non-harm, informed consent, privacy, confidentiality, and disclosure. Data collection will be granted after an introductory letter from the university postgraduate office and approval from dissertation review panellists. The study will involve human participants, use codes to mitigate respondent bias, ensure confidentiality, and avoid plagiarism.

 

 

 

RESOURCES ACCESS FOR PRIMARY

4.1 Primary Data Collection

The study will use structured questionnaires combined with consent forms while employing digital tools including Excel or SPSS for data entry and printing materials to conduct primary research. The researcher needs accessibility to departmental structures at selected private and public enterprises in Dar es Salaam that participate in strategic planning along with monitoring and evaluation and risk management activities. Human resources access to managers and supervisors together with operational staff members remains essential for obtaining precise data that aligns with the research goals.

The university’s postgraduate office will use permission letters to formally obtain access to primary data from selected organizations. The introduction letters define study objectives with clarity to establish both honesty and confidence in the research process. Schedule meetings with organizational gatekeepers including HR or department heads to plan data collection sessions and handle participant scheduling. The study follows voluntary participation while maintaining full confidentiality and anonymity for respondents through strict adherence to ethical research guidelines.

4.2 Data Analysis

The study will employ both descriptive and inferential statistical analysis techniques using IBM SPSS Version 26 to analyse the quantitative data collected through structured questionnaires. After data collection, responses will be coded and cleaned to identify and address any missing or inconsistent values. Descriptive statistics such as frequencies, percentages, means, and standard deviations will be used to summarize demographic data and assess central tendencies related to each research objective. Inferential statistics including correlation analysis, regression analysis, and ANOVA will be applied to test the relationships between strategic planning, monitoring and evaluation, and risk management with business performance. A Multiple Linear Regression (MLR) model will be used to determine the strength, direction, and significance of these relationships at a 95% confidence level (p ≤ 0.05), enabling generalizations and predictions from the sample to the larger population.

 

 

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