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Green Supply Chain Management and Firm Performance: Evidence from Ghana’s Food Production and Processing Industry

Pages: 29-42
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Green Supply Chain Management and Firm Performance: Evidence from Ghana’s Food Production and Processing Industry

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DOI: 10.18488/journal.171.2021.41.29.42

Listowel Owusu Appiah , Michael Odartey

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Listowel Owusu Appiah , Michael Odartey (2021). Green Supply Chain Management and Firm Performance: Evidence from Ghana’s Food Production and Processing Industry. International Journal of Business Strategy and Social Sciences, 4(1): 29-42. DOI: 10.18488/journal.171.2021.41.29.42
Based on the Natural Resource Based View (NRBV), this study examines the relationship between Green Supply Chain Management practices and Firm performance in response to calls for empirical evidence from developing country contexts, and the need to consider the Triple Bottom Line approach to sustainability performance measurement. The study is conducted among Food production and processing firms in Ghana. A structured questionnaire was administered to a Senior Manager in each of the respective organizations. Based on data collected from 94 firms, this study uses OLS regression to examine the relationship between GSCM implantation and operational, environmental, social, and economic firm performance. The results indicate a positive relationship between GSCM implementation and all four firm performance dimensions. This suggests that it is in the best interest of managers to deploy resources towards the implementation of green initiatives, as there are potential gains to be made in the long run.
Contribution/ Originality
This study contributes to the scholarly discussion on whether it pays to be green. We provide empirical evidence from a developing economy in Sub Saharan Africa. The study is one of the few to include all dimensions of sustainability performance (environmental, social and economic) in a single model.

Revenue Management Practices and their Impacts on Financial Performance of Star-Rated Hotels in Kenya

Pages: 14-28
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Revenue Management Practices and their Impacts on Financial Performance of Star-Rated Hotels in Kenya

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DOI: 10.18488/journal.171.2021.41.14.28

Michael Murimi , Billy Wadongo , Tom Olielo

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Michael Murimi , Billy Wadongo , Tom Olielo (2021). Revenue Management Practices and their Impacts on Financial Performance of Star-Rated Hotels in Kenya. International Journal of Business Strategy and Social Sciences, 4(1): 14-28. DOI: 10.18488/journal.171.2021.41.14.28
The study's goal was to investigate how revenue management (RM) techniques affect the financial performance of Kenya's star-rated hotels. The study aimed to examine if RM policies and implementation, the RM team, the application of RM methodologies, RM data and information, and the use of pricing and non-pricing instruments were all factors. The study used a cross-sectional survey research methodology and took a quantitative approach. The survey included 137 revenue managers from Kenyan all-star hotels. The structural equation modeling was used to test the linkages; revenue management strategies have an impact on hotel financial success, according to the research. The results indicated that RM practices explain variation in financial performance indicators by 42.7 percent (R2 =0.427), improved financial performance by 48.4 percent (R2 =0.48.4), and overall performance by 47.4 percent (R2 =0.474). The article recommends that hotels adopt RM tactics to fully achieve and maximize financial performance, including reducing operational expenses, forecasting hotel growth, improving yields, and generating income.
Contribution/ Originality
The study contributes to the existing literature and provides the empirical evidence that strengthens the collective evidence for conceptualizing and describing revenue management practices and their impacts on hotels' financial performance. The study laid the foundation for advanced future studies related to revenue management practices in hotels.

Investment in Community Development and Return on Assets: Does it Matter?

Pages: 1-13
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Investment in Community Development and Return on Assets: Does it Matter?

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DOI: 10.18488/journal.171.2021.41.1.13

Ahannaya, C. G. , Iwala, A. T. , Umukoro, J. E.

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Ahannaya, C. G. , Iwala, A. T. , Umukoro, J. E. (2021). Investment in Community Development and Return on Assets: Does it Matter?. International Journal of Business Strategy and Social Sciences, 4(1): 1-13. DOI: 10.18488/journal.171.2021.41.1.13
The debate as to what drives return on asserts has remained unabated. Contextual reports have shown that despite organizations declaring several corporate responsibility initiatives to collaborate with the host communities, financial pointers of Oil firms such as, return on assets have maintained fluctuating performance and a steady decline. Thus, this paper probed into the impact investment in community development has on return on assets. The paper employed an Ex-post facto research design with a focus on the population of five multinational oil firms in Nigeria based on availability of data. The study made use of secondary data sourced from the annual reports of the sampled oil companies for a period of ten years (2006 - 2015). The study adopted inferential statistics for panel data analysis. Results revealed that investment in community development had a positive significant impact on ROA (R2 = 0.44, t-statistic is -3.486992 and p = 0.0011) of multinational oil companies in the Niger Delta Nigeria. The study recommended that management of companies should adopt viable strategies to explore community development for the host communities and improve companies host communities’ liaison to achieve sustainable development and guarantee enabling business operating environment in return.
Contribution/ Originality
This study contributes empirically to existing works on investment in community development and return on assets in Nigeria by applying panel data analysis in order to intellectualize the impact of the predictor variable on the dependent to achieve sustainable development for both the host communities and the organization.