Identification and examination of internal factors in strategic planning implementation: Evidence from a Pharmaceutical Company in Lusaka, Zambia

Abstract

This study examined the influence of internal organisational factors on strategic planning implementation (SPI) at EnsureMed Equipment Limited (EEL) in Lusaka, Zambia. The study was guided by the Strategic Leadership Theory and supported by the Resource-Based View (RBV). A mixed-methods approach employing a cross-sectional case study design was adopted, and a census of all 60 employees was conducted. Data were collected using a structured questionnaire comprising Likert-scale and open-ended items, achieving a response rate of 98.3%. Quantitative data were analysed using descriptive statistics and multiple linear regression, while diagnostic tests were performed to assess multicollinearity, normality of residuals, and homoscedasticity. The regression model was statistically significant, F(7, 51) = 25.30, p < .001, and explained 82% of the variance in strategic planning implementation (R² = .82). Leadership practices emerged as the strongest predictor of SPI (β = 0.35, p < .01), followed by organisational structure (β = 0.30, p < .01), employee involvement (β = 0.28, p < .01), organisational culture (β = 0.25, p < .05), and resource availability (β = 0.20, p < .05). Technology demonstrated a marginal positive association with SPI (β = 0.15, p = .065), while infrastructure was not a statistically significant predictor (β = 0.10, p = .158). The findings indicate that successful strategic planning implementation depends on the coordinated alignment of multiple internal organisational factors rather than on any single factor operating independently. The study recommends strengthening strategic leadership capacity, enhancing employee participation in strategic planning processes, and reinforcing organisational systems that support effective strategy execution.