Shem Kipkemoi Kong’a, Dr. Mary Kamaara


The general objective of this study is to assess the influence of strategic decision-making process on performance of energy firms in Nairobi City County, Kenya. Specifically, the study sought to determine the effect of intuitive decision making on performance of energy firms in Nairobi City County, Kenya, and to determine the effect of crisis decision-making on performance of energy firms in Nairobi City County, Kenya. Because the study collected quantitative and qualitative data that explains the nature and features of the influence of strategic decision-making process on performance of energy firms, the study therefore used a descriptive research approach. The target population for the study was 315 managers in the 35 Petroleum firms in Kenya. This study adopted a census approach since the target population is small. The study used questionnaires to collect primary data. A total of 31 individuals participated in the pilot test which represents 10% of the target population. Data from questionnaires were coded and analyzed using the latest Statistical Package for Social Sciences (SPSS) computer software. Quantitative data collected was analyzed using descriptive statistics techniques. Qualitative data was analyzed using content analysis. Pearson R correlation was used to measure the strength and direction of linear relationship between variables. Multiple regression models were fitted to the data to determine how the independent variables affect the dependent variable. The analyzed data was presented in the form of tables and figures. The study concludes that intuitive decision making has a positive and significant effect on performance of energy firms in Nairobi City County, Kenya. The study also concludes that crisis decision making has a positive and significant effect on performance of energy firms in Nairobi City County, Kenya. This study recommends that the management of Energy firms should invest in improving and streamlining decision-making processes within the organization. This could involve adopting data-driven approaches, implementing decision-support systems, and encouraging cross-functional collaboration. In addition, the management should develop a robust risk assessment framework to identify potential risks and uncertainties in the energy sector. Create strategies for risk mitigation and contingency planning to ensure resilience during crises.

Key Words: Strategic decision-making process, Intuitive decision making, Crisis decision-making, Energy firms 

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