Academy of Strategic Management Journal (Print ISSN: 1544-1458; Online ISSN: 1939-6104)


Impact of Organization Ownership and Strategy on Organizational Sustainable Practices

Author(s): Chiyem Lucky Nwanzu, Sunday Samson Babalola

organizational sustainable practices among organizations in Delta State, Nigeria. The design was cross-sectional and data were collected with self-administered questionnaires. One hundred and seventy-four respondents sampled from both public and private-owned organizations provided the data analyzed. Eighty five participants were sampled from public organizations, while 93 participants were sampled from private-owned organizations. The sample comprises 46% males and 54% females; 64% married and 36% unmarried. Data analysis revealed that public organizations and private organizations significantly differ in organizational sustainable practices, t (df; 176) =-2.29<0.05 and that organizational strategy dimensions differ in their predictive relationship with organizational sustainable practices; prospectors, β (168) =0.55, p<0.05; defenders, β (168) =0.26, p<0.05; analyzers, β (168) =0.01, p>0.05; and reactors, β (168) =0.03, P>0.05). It is recommended that policies and programs aimed at promoting organizational sustainable practices should incorporate organization ownership and organizational strategy.

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