The research aimed to examine the impact of operational planning on the performance of mobile service providers in Nigeria. Employing a survey research design, the study utilized a multistage sampling technique to gather primary data from a sample of 350 randomly chosen employees representing the workforce of the four major mobile network operators in Nigeria—MTN, Globacom, Airtel, and 9 Mobile—comprising the study’s target population. The analysis of the collected data involved the application of descriptive statistics and regression analysis. The findings from the regression analysis revealed a positive and statistically significant (p < 0.05) correlation between operational planning and business growth within Nigeria’s mobile communication sector. Based on the findings of the study, it was concluded that tactical planning is a substantial contributor to business growth in the telecom sector in Nigeria. The study suggests that Nigerian mobile service providers should invest in refining their Operational Planning processes, regularly assess their strategies, foster a culture of continuous improvement, engage in employee training, collaborate with industry peers, and stay updated with technological advancements. This will not only contribute to individual organizational growth but also positively impact the broader mobile service ecosystem.
KeywordsOperational PlanningPerformanceGrowth and Expansion
Akyuz, M., & Opusunju, M. I. (2021). Educational Facilities and Growth of Small Businesses in Abuja. Journal of Global Economics and Business, 2, 75-92.
Awino, Z. B., Muturia, J. M., & Oeba, L. K. (2022). Strategic Planning, Planning Outcomes and Organizational Performance—An Empirical Study of Commercial Banks in Kenya. Research Journal in Organizational Psychology and Educational Studies, 1, 266-271.
Beekun, B., & De Carvalho, Z. (2021). Effect of Strategic Management Strategies on Performance of the Manufacturing Firms in Mexico. Journal of Strategic Management, 5, 30-39.
Bhasin, H. (2019). Operational Plan: Meaning, Limitations, Types, and How to Develop One. https://www.marketing91.com/operational-plan/
Biondi, L., & Russo, S. (2022). Integrating Strategic Planning and Performance Management in Universities: A Multiple Case-Study Analysis. Journal of Management and Governance, 26, 417-448. https://doi.org/10.1007/s10997-022-09628-7
Elsawy, M. (2022). The Effect of Sustainable Human Resource Management on Achieving Sustainable Employee Performance: An Empirical Study. International Business Research, 15, 10-20. https://ssrn.com/abstract=4084774
Elumeh, L., Shobayo P., & Akinleye D. B. (2016). Impact of Entrepreneurship Orientation and Entrepreneurial Management on Firm Growth: Evidence from Nigeria Manufacturing Industry. Proceedings of the Steams Multidisciplinary Cross-Border Conference University of Professional Studies, Accra Ghana 2016.
Eric, V. (2022). What Is Strategic Planning? https://sba.thehartford.com/business-management/what-is-strategic-planning/
Gartenberg, C., Prat, A., & Serafeim, G. (2019). Corporate Purpose and Financial Performance. Organization Science, 30, 1-18. https://doi.org/10.1287/orsc.2018.1230
Howes, T. (2018). Effective Strategic Planning in Australian Universities: How Good Are We and How Do We Know? Journal of Higher Education Policy and Management, 40, 442-457. https://doi.org/10.1080/1360080X.2018.1501635
Iheanachor, N. (2022). Strategy Execution and Firms’ Performance: A Qualitative Investigation of Nigeria’s Manufacturing Sector. International Journal of Management, Economics and Social Sciences (IJMESS), 11, 29-47. https://doi.org/10.32327/IJMESS/11.1.2022.2
Kallio, K. M., Kallio, T. J., & Grossi, G. (2017). Performance Measurement in Universities: Ambiguities in the Use of Quality versus Quantity in Performance Indicators. Public Money & Management, 37, 293-300. https://doi.org/10.1080/09540962.2017.1295735
Khan, S. Z., Yang, Q., & Waheed, A. (2019). Investment in Intangible Resources and Capabilities Spurs Sustainable Competitive Advantage and Firm Performance. Corporate Social Responsibility and Environmental Management, 26, 285-295. https://doi.org/10.1002/csr.1678
Krejcie, R. V., & Morgan, D. W. (1970). Determining Sample Size for Research Activities. Educational and Psychological Measurement, 30, 607-610. https://doi.org/10.1177/001316447003000308
Larry, R. W., & Joseph, G. O. (2023). The Effect of Operational and Strategic Planning on Small Firm Performance. Journal of Small Business Strategy, 36, 651-661.
Michael, M. (2022). Operational Plans for a Business. https://study.com/academy/lesson/what-are-operational-plans-for-a-business-definition-types-examples.html
Moreno-Carmona, C., Feria-Domínguez, J. M., & Troncoso, A. (2020). Applying the Open Government Principles to the University’s Strategic Planning: A Sound Practice. Sustainability, 12, Article 1826. https://doi.org/10.3390/su12051826
Mukiibi, C. H., & Magunda, H. (2019). Strategic Planning and Firm Performance: A Case of Selected Law Firms in Kampala. International Journal of Strategic Management, 19, 5-20. https://doi.org/10.18374/IJSM-19-1.1
Nugraha, D., Daihani, D. U., & Kusnadi (2022). Strategic Planning, Organizational Culture, Analysis of Organizational Performance in Strategic Change Management Mediation in State Intelligence Agency. International Journal of Research-Granthaalayah, 10, 1-14. https://doi.org/10.29121/granthaalayah.v10.i4.2022.4568
Nwachukwu, C., & Vu, H. M. (2020). Strategic Flexibility, Strategic Leadership and Business Sustainability Nexus. International Journal of Business Environment, 11, 125-143. https://doi.org/10.1504/IJBE.2020.107500
Ojha, D., Patel, P. C., & Sridharan, S. V. (2020). Dynamic Strategic Planning and Firm Competitive Performance: A Conceptualization and an Empirical Test. International Journal of Production Economics, 222, Article 107509. https://doi.org/10.1016/j.ijpe.2019.09.030
Onyema, E. M., Deborah, E. C., Alsayed, A. O., Noorulhasan, Q., & Sanober, S. (2019). Online Discussion Forum as a Tool for Interactive Learning and Communication. International Journal of Recent Technology and Engineering, 8, 4852-4859. https://doi.org/10.35940/ijrte.D8062.118419
Opusunju, M. I., & Akyuz, M., Tony, L. W. (2019). Impact of Bank Verification Number (BVN) on Corrupt Business Practices in United Bank for Africa in Abuja. International Journal of Management Studies and Social Science Research, 51, 11-12. https://doi.org/10.26524/jms.12.41
Parnell, J., & Brady, M. (2019). Capabilities, Strategies and Firm Performance in the United Kingdom. Journal of Strategy and Management, 12, 21-33. https://doi.org/10.1108/JSMA-10-2018-0107
Reza, A., Leila, D., Jafar, S. T., Hossein, B., & Vladimir, S. G. (2022). Impact of Operational Planning Implementation on Performance of Iranian Medical Sciences Universities. International Journal of Healthcare Management. https://doi.org/10.1080/20479700.2022.2158536
Richard, O. C., Wu, J., Markoczy, L. A., & Chung, Y. (2019). Top Management Team Demographic-Faultline Strength and Strategic Change: What Role Does Environmental Dynamism Play? Strategic Management Journal, 40, 987-1009. https://doi.org/10.1002/smj.3009
Siahaan, M., Suharman, H., Fitrijanti, T., & Umar, H. (2023). When Internal Organizational Factors Improve Detecting Corruption in State-Owned Companies. Journal of Financial Crime. https://doi.org/10.1108/JFC-11-2022-0292
Vigfússon, K., Johannsdottir, L., & Olafsson, S. (2021). Obstacles to Strategy Implementation and Success Factors: A Review of Empirical Literature. Strategic Management, 26, 12-30. https://doi.org/10.5937/StraMan2102012V
Yoshikuni, A. C., & Albertin, A. L. (2020). Leveraging Firm Performance through Information Technology Strategic Alignment and Knowledge Management Strategy: An Empirical Study of Information Technology Business Value. International Journal of Research, 8, 304-318. https://doi.org/10.29121/granthaalayah.v8.i10.2020.2088