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Abstract: The
competitive advantage of an entity in a global market is essentially contingent
upon the quality of decisions made by its management about development. The
escalating complexity, instability, and uncertainty of the environment
necessitates enhanced and diverse knowledge. The rationale for this research
therefore, was to evaluate the effect of entrepreneurial strategic decision
making on competitiveness of family-owned
supermarkets in Kenya. The study adopted a positivist research
philosophy approach and a cross-sectional descriptive research design. The
study selected 96 respondents from the 24 family-owned supermarkets in Kenya
through stratified sampling technique. To gather data, a structured
questionnaire was utilized for primary data collection and Python was employed
in the analysis. The study obtained a response rate of 81.25%. To test the
reliability and validity of the research instrument, a pilot study was
conducted, and a Cronbach’s alpha coefficient of 0.796 was attained which
depicted a high reliability for the research instrument. Content validity was
ascertained through a judgmental approach by the experts in the subject matter,
while construct validity was established by use of Kaiser-Meyer Olkin (KMO)
test with an acceptable coefficient of 0.818 being attained.
The hypothesis was tested using bivariate OLS model at 95% confidence level. The
results show that the F-statistics of 9.604 and an associated Probability value
of 0.00295. These results indicate that the OLS model is statistically
significant at the 5% level, demonstrating a statistically significant
relationship between entrepreneurial strategic decision making and
competitiveness among family-owned supermarkets in Kenya. Based on these
statistics, it was established that entrepreneurial strategic decision making
had a statistically significant influence on competitiveness of family-owned supermarkets in Kenya. The
study recommends that family-owned
supermarkets in Kenya should adopt entrepreneurial strategic decision
making to enhance competitiveness of
their enterprises DOI: https://doi.org/10.51505/IJEBMR.2026.10930 |
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