Organisational capabilities and performance of sugar companies in Kenya: A critique

Company performance is associated with many factors including the choice of strategy especially competitive advantages and expansion. The study is confined to the sugar industry which is a subsector in the agriculture industry whose operations are overseen by the Ministry of Agriculture (Mati and Thomas, 2019). The purpose of this paper is to critique a paper that talks about how companies achieve or can achieve a competitive advantage in the sugar industry in Kenya. While many organizations are focusing onbecoming more competitive by effecting strategies, it becomes imperative to ascertain how they do this to perform, more particularly in the sugar industry. Some of these core competencies are understanding the technical know-how of a production process, establishing a good relationship between the suppliers and customers and having reliable production processes, factors which can give organizations competitiveness (Nyangi et al., 2015).Some of these challenges include obsolete technology, poor stewardship and political interference, and therefore forms an ideal context of the paper. The paper hence focuses specifically on sugar companies in western Kenya which forms the greatest single block within which most of the sugar companies are found. One of the main areas of interest in this paper is to analyze the contemporary strategic management issues.