COMPARATIVE ANALYSIS OF STRATEGY AND COMPLEXITY STRUCTURE OF QUOTED AGRICULTURAL, FOODS AND BEVERAGES MANUFACTURING, BANKING ORGANIZATIONS IN SOUTH-SOUTH, NIGERIA

Abstract

The paper examines the impact of strategy on complexity structure of quoted organizations in Agricultural, Banking, Foods and Beverages Manufacturing Industries in Nigeria. The objective was to compare the impact of strategy on complexity structure across the quoted organizations in three industries (Agricultural, Banking, Foods and Beverages Manufacturing Industries) in southsouth Nigeria. The study adopted a nomothetic methodology while the target population of the study was thirty-three (33) quoted organizations across the three industries (Agricultural, Banking, Foods and Beverages Manufacturing Industry) in south-south Nigeria. The census approach was employed in the study while primary data was generated from a sample comprised of three (3) senior management staff each in the (33) quoted organizations making it a total of 99 respondents using semistructured questionnaire. The validity for the study was ascertained using content and face validity, while reliability was measured using Cronbach Alpha with instruments attaining the threshold of a >.70. The study employed descriptive and inferential statistics to analyze response rate and the multiple regression was employed to establish the impact of strategy on complexity structure to ascertain the independent difference of across the three industries. The findings showed that strategy has more influence on structural complexity of quoted organizations in Banking Industry, than quoted organizations in Agricultural Industry and further in Foods and Beverages Industry in south-south Nigeria. The study concludes that strategy influenced complexity structure and restructuring of organization across Agricultural, Banking, Foods and Beverages Industry in Nigeria. The study recommends that management and industry leaders of organizations in banking industry, organizations in agricultural industry, organizations in foods and beverages industry in Nigeria should consider the significant of concentric divestment, retrenchment strategy, sell-off obsolete factories, innovation strategy, market, product, process, when changing and restructuring organizations in the industry.