| dc.description.abstract | Performance of organizations has been a focal point of research, particularly in understanding
how effectively they implement strategic plans to achieve their mission and vision. Strategic
planning practices play an important role in enhancing operational efficiency and achieving a
competitive advantage. This study established the influence of strategic direction on the
performance of commercial banks in Juba, South Sudan. The study adopted a cross-sectional
research design. The unit of analysis comprised 31 licensed commercial banks, while the unit of
observation included 186 managers. A stratified random sampling technique, in addition to the
Taro Yamane formula, was used to select 128 participants. Data was collected using
questionnaires with both open-ended and closed questions. The questionnaires were administered
both physically and electronically. Descriptive statistics, including frequency, percentage, mean,
and standard deviation, summarize the data, while a binary logistic regression model was applied
for inferential analysis. The findings were presented in tables and narratives. Findings revealed
that strategic direction setting, including well-documented vision, mission, and core values,
significantly improved performance (p-value =0.001), with banks having structured direction
setting showing a 12.784 times higher likelihood of achieving better performance than
unstructured ones. The study recommends that managers of banks in Juba actively set strategic
direction through the formulation of vision, mission, objectives, and core values statements. | en_US |
