THE ROLE OF STRATEGIC MANAGEMENT ANALYSIS ON ORGANIZATION DECISION MAKING (A STUDY OF SELECTED FIRMS IN DELTA STATE

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TOPIC: THE ROLE OF STRATEGIC MANAGEMENT ANALYSIS ON ORGANIZATION DECISION MAKING (A STUDY OF SELECTED FIRMS IN DELTA STATE

TABLE OF CONTENT
Abstract
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study 
1.2 Statement of the Problem 
1.3 Objective of the Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance of the Study
1.7 Scope of the Study 
1.8 Definition of Terms  
CHAPTER TWO: REVIEW OF LITERATURE
2.1   Conceptual Review
2.2  Theoretical Framework 
2.3   Empirical Review 
2.4 Conceptual Framework Diagram 
2.5   Summary of Literature Review
CHAPTER THREE: RESEARCH METHODOLOGY
3.0 Introduction
3.1 Research Design
3.2 Population of the Study
3.3 Sample Size
3.4 Sampling Technique
3.5 Instrument for Data Collection
3.6 Validity of Instrument
3.7 Reliability of Instrument
3.8 Method of Data Collection
3.9 Method of Data Analysis
3.10 Ethical Consideration
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS
4.1 Data Presentation
4.2 Analysis of Research Questions
4.3 Test of Hypotheses
4.4 Discussion of Findings
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
5.2 Summary of the Study
5.3 Conclusion
5.4 Recommendations
5.5 Limitations of the Study
5.6 Suggestions for Further Studies
References
APPENDIX

ABSTRACT
This study was carried out to examine the role of strategic management analysis on organizational decision-making among selected firms in Delta State. The study was specifically carried out to examine the role of strategic management analysis in improving the quality of organizational decision-making among selected firms in Delta State, assess the influence of strategic management analysis on strategic planning decisions among selected firms in Delta State, determine the effect of strategic management analysis on resource allocation decisions among selected firms in Delta State, and examine the role of strategic management analysis in enhancing risk assessment and decision-making among selected firms in Delta State. The study employed the descriptive survey research design. The study population comprised 1,280 permanent employees of selected firms operating in Delta State, while a total of 305 respondents were selected as sample size using the Taro Yamane formula. Out of the 305 questionnaires distributed, 290 were returned and 290 were validated for analysis. The questionnaire was used for data collection, while the data collected were analyzed using frequency tables, mean scores, standard deviation, and simple linear regression analysis with the aid of SPSS version 25. From the responses obtained and analyzed, the findings revealed that strategic management analysis has a significant role in improving the quality of organizational decision-making among selected firms in Delta State at β = 0.768, R² = 0.590, P = .000. The study also showed that strategic management analysis has a significant influence on strategic planning decisions among selected firms in Delta State at β = 0.781, R² = 0.610, P = .000. Likewise, strategic management analysis was found to have a significant effect on resource allocation decisions among selected firms in Delta State at β = 0.774, R² = 0.599, P = .000, while strategic management analysis also showed a significant role in enhancing risk assessment and decision-making among selected firms in Delta State at β = 0.792, R² = 0.627, P = .000. The study concluded that strategic management analysis plays a significant role in organizational decision-making, strategic planning, resource allocation, and risk assessment among selected firms in Delta State. Strategic management analysis emerged as an important managerial tool, demonstrating strong positive relationships with organizational decision-making processes and outcomes. The study therefore recommends that management of firms should strengthen the adoption of strategic management analysis practices to improve decision quality, integrate strategic management analysis into strategic planning processes, utilize strategic management analysis in resource allocation decisions, and continuously employ strategic management analysis in risk assessment and decision-making activities.
Keywords: Strategic Management Analysis, Organizational Decision-Making, Strategic Planning, Resource Allocation, Risk Assessment.

CHAPTER ONE
INTRODUCTION (Preview)
1.1 Background of the Study
Businesses today exist in a dynamic and interconnected world of continued change in which economic activities, technological advances and institutional changes constantly impact upon the managerial practices and the functioning of the organization.  To attain organizational objectives, human, financial and material resources must be coordinated to produce the desired results in the competitive environment. Management, therefore, is a vital mechanism to guide and organise activities, allocate resources and ensure consistency between objectives and actions. According to Mohammed (2021), business in the modern world has necessitated organization to use systematic approaches to management in order to be effective and relevant in the world. Likewise, Aliyu (2024) noted that information and knowledge management plays a key role in the success of any organisation in guiding strategic actions of managers. Iyobhebhe et al. (2024) found that organizations now place a greater focus on using structured management processes as a way of enhancing their organizational effectiveness and ensuring their growth. The growing complexity of organisational activities means that more and more attention is being paid to analytical methods to assist managerial judgement and to make informed organisational actions possible.
Strategic management has become a critical part of the modern administration of an organization as it offers a systematic method in deciding the direction and sustainability of the organization. Strategic management is the process of managing an organization's strategic decisions, implementation and evaluation to ensure it fulfils its goals in an environment that is subject to change. Key to this process is strategic management analysis, the systematic evaluation of internal and external forces that impact an organization's performance and strategic decisions. Ufua et al. (2023) reported that strategic management analysis helps managers to gain complete understanding of the situation in organization, which helps them formulate strategic actions. Environmental scanning is one of the important aspects of a strategic management analysis that is concerned with continuous monitoring of political, economic, social, technological and competitive factors that impinge on the organization's activities. Abubakar et al. (2024) indicated that environmental scanning increases awareness of the organization and its ability to react suitably to changes in its environment. This analysis enables organizations to stay in sync with the changing environmental landscape.
Environmental scanning often is combined with SWOT analysis, which is another important strand associated with strategic management analysis. SWOT analysis is a strategic tool which helps to recognize the strengths and weaknesses of the organization and assess opportunities and threats of the environment. This analytical tool offers a well-rounded evaluation of organizational position, and helps managers to know what is going on inside and outside their organizations. Ekon and Isayas (2022) said that SWOT analysis is a tool that creates strategic clarity in an organization as it allows to examine favourable and unfavourable factors that affect organizational performance. Similarly, Okech and Aosa (2025) found that SWOT analysis is used by organizations to aid information on strategic planning and the deployment of resources to the identified areas to improve the competitiveness. In addition to helping in assessing an organization, SWOT analysis can help in creating informed managerial viewpoints about the strategic directions for the future. Increasingly now, organisations are looking for strategic effectiveness, not just analysing their environment and SWOT, but looking at a more in-depth analysis of their resources and their competitive positioning.
Resource analysis and competitive analysis are other aspects of strategic management analysis that add to the organization's understanding and strategic capability. Resource Analysis is the assessment of physical or material and non-physical or intangible resources of an organisation such as financial resources, technological resources, human resources or organisational resources etc. Moses et al., (2021) noted that good assessment of organizational resources helps with achieving strategic alignment with resources. Likewise, Umemezilem and Okuwa (2025) noted that the resource evaluation process helps to pinpoint unique strengths that can help in the long-term success of the organization. Competitive analysis includes industry structure, market dynamics and competitor activities to be able to understand the organization's position in its operating environment. Competitive analysis is a way of building strategic awareness as it allows insights into industry trends and competitive behaviour as found by Ononye et al. (2025). The combined results of environmental scanning, SWOT Analysis, resource analysis and competitive analysis provide strategic information that can be invaluable to the organization in decision making.
Organizational decision making is the process whereby managers find alternatives, appraise the options, and choose courses of action to attain organizational objectives. Decision making is a key role in management as almost all the activities of an organization are dependent on the decisions made by the management at different levels. Strategic management analysis plays a very important role in this process as it provides relevant information to bring the uncertainty down and helps to improve the managerial judgement. As for the other, Fabian et al. (2023) noted that companies with an integrated analytical process in its management systems tend to exhibit a higher level of consistency in both strategic decisions and actual results. Similarly, Ilori and Majiyagbe (2024) noted that the provision of the appropriate strategic information enhances managerial capability in interpreting the options and making decisions. Audi et al. (2026) highlighted the growing importance of analytical frameworks in modern organizations to enhance decision-making quality and organizational effectiveness. As thus, strategic management analysis and organizational decision making is still in close connection, because the base of strategic choice formulation and implementation is the insight obtained from the strategic analysis.
In Nigerian business, the business world exists in a state that calls for the ongoing evaluation of both the internal capacities of the organisations and external changes to ensure competitiveness and growth. In Delta State, especially manufacturing, trading or service firms, are becoming aware of the need for strategic analysis to direct managerial actions and the direction of the firm. Ogbeta-Ogwu and Chidi (2025) noted that strategic evaluation is part of the management processes of organizations in the State and is given a lot of attention. Abalaka et al., (2025) said that the use of analytical tools can assist an organization in planning and improving managerial decisions. Likewise, Iyobhebhe et al. (2024) discovered that those organizations that adopt systematic strategic assessment have a higher probability of achieving organizational goals in the light of environmental realities. In this regard, the concept of strategic management analysis in organisational decision making is an important subject matter to be explored and studied among selected firms in Delta State as it remains a major concern to guide the course of the organisation's direction and performance.

1.2 Statement of  the Problem    
Although the importance of strategic management in today's organizations has been continuously rising, doubts still remain as to how well strategic management analysis contributes to organizational decision making. Comprehensive internal capability and external environmental condition assessments are expected to be used to inform strategic decisions. But there are many organisations in which managerial choices do not have a systematic and strategic analysis. This brings into question the extent to which environmental scanning, SWOT analysis, resource analysis and competitive analysis are all part of the organizational decision-making process. Strategic management analysis determines the direction, allocation and performance of an organization and so, if the analysis is inadequate, organizations may not be able to make informed or objective decisions. Therefore, it is important to study the importance of strategic management analysis in the decision making process of an organization and understand if there is any significant difference between the effectiveness of managerial decision making and the success of the organization through strategic management analysis.
The rapidly changing business landscape adds to the urgency for organisations to use strategic management analysis in making key decisions. Evolving customer needs, competitive pressures, technological advancements and market conditions are constant and demand speed and insight. In such a situation, the management is supposed to use the strategic information that it has obtained as a result of environmental scanning, SWOT analysis, resource assessment and competitive evaluation to direct organizational actions. But, there may be variations in how much organizations use these analytical dimensions within the decision-making process. This leaves doubts about the ability to use strategic management analysis as a means of decision support. In cases where strategic analysis is not effectively used, an organization can face difficulty in making decisions that are in line with the organization's goals and the environment. Hence, it is important to examine the role of strategic management analysis in making quality and effective decisions within organisations.
In Delta State, companies are playing in a competitive business environment which requires constant assessment of the internal and external environment of the organization for its desired goals. Strategic information is needed for decisions associated with investments and resource allocation, as well as in operational activities and the growth of long-term operations. Though strategic management analysis is known to be a significant tool for supporting managerial decision making, the influence of the dimensions of strategic management analysis on firms' decision making in the state is not well known. Issues thus emerge in relation to the impact of environmental scanning, SWOT analysis, resource analysis and competitive analysis on the decisions made by the organization and of whether these activities improve managerial judgment. However, because decision making is crucial for organizational performance and sustainability, the need for empirical investigation looking into the relationship between strategic management analysis and organizational decision making is felt. With this as a backdrop, this study seeks to analyse the role of strategic management analysis in organizational decision making of selected firms in Delta State.
1.3 Objective of the Study
The main purpose of this study is to investigate the role of strategic management analysis on organization decision making (a study of selected firms in Delta State. The specific objectives of the study seek to:
1.Examine the role of strategic management analysis in improving the quality of organizational decision-making among selected firms in Delta State.
2.Assess the influence of strategic management analysis on strategic planning decisions among selected firms in Delta State.
3.Determine the effect of strategic management analysis on resource allocation decisions among selected firms in Delta State.
4.Examine the role of strategic management analysis in enhancing risk assessment and decision-making among selected firms in Delta State.
OTHER PARTS OF CHAPTER ONE INCLUDE:
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance of the Study
1.7. Scope of the Study
1.8 Operational Definition of Terms 

CHAPTER TWO
REVIEW OF LITERATURE (Preview)
This chapter critically examines relevant literature that would assist in explaining the research problem and, furthermore, recognizes the efforts of scholars who had previously contributed immensely to similar research. The chapter intends to deepen the understanding of the study and close the perceived gaps. This chapter, therefore, focuses on the concept of strategic management analysis, the concept of organizational decision-making, strategic planning decisions, resource allocation decisions, risk assessment and decision-making, etc. The chapter covers the following subheadings:
2.1 Conceptual Framework
2.2 Theoretical Framework
2.3 Empirical Review
2.4 Summary of Literature Review

CHAPTER THREE
METHODOLOGY (Preview)
Research Design: The study adopted descriptive survey research design.
Population of the Study: The target population for this study comprises permanent employees of selected firms operating in Delta State, Nigeria
Sample Size Determination: The study adopted the Taro Yamane formula to determine a sample size of 305 participants
Sampling Technique: The study employed a stratified sampling technique and purposive sampling technique to select the individual respondents.
Research Instrument: The study utilized a structured questionnaire as the instrument for data collection.
Methods of Data Analysis: The collected data were analyzed using frequencies, percentages, means, and standard deviations to summarize and present the demographic characteristics of the respondents and their responses. Inferential statistics, such as simple linear regression, were used to test the hypotheses.

CHAPTER FOUR: DATA ANALYSIS AND PRESENTATION 
MAJOR FINDINGS (Preview)
The analysis results were presented in tables and charts. Based on the results obtained from the analysis, the following findings are made:
i. The study found that strategic management analysis plays a significant role in improving the quality of organizational decision-making among selected firms in Delta State, as evidenced by a correlation coefficient (R) of 0.768, R² of 0.590, t-value of 22.386, and p-value of 0.000 (p < 0.05), leading to the rejection of the null hypothesis.

ii. The study found that strategic management analysis has a significant influence on strategic planning decisions among selected firms in Delta State, as evidenced by a correlation coefficient (R) of 0.781, R² of 0.610, t-value of 21.174, and p-value of 0.000 (p < 0.05), leading to the rejection of the null hypothesis.

iii. The study found that strategic management analysis has a significant effect on resource allocation decisions among selected firms in Delta State, as evidenced by a correlation coefficient (R) of 0.774, R² of 0.599, t-value of 20.725, and p-value of 0.000 (p < 0.05), leading to the rejection of the null hypothesis.

iv. The study found that strategic management analysis plays a significant role in enhancing risk assessment and decision-making among selected firms in Delta State, as evidenced by a correlation coefficient (R) of 0.792, R² of 0.627, t-value of 21.740, and p-value of 0.000 (p < 0.05), leading to the rejection of the null hypothesis.

CHAPTER FIVE: SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS 
This chapter covers the following outline:
5.1 Introduction
5.2 Summary of the Study
5.3 Conclusion
5.4 Recommendations
5.5 Limitations of the Study
5.6 Suggestions for Further Studies
References
Appendix

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