Strategic Intent and Organizational Performance A Study of Banks in Asaba, Delta State Nigeria

Abstract

This study was on strategic intent and organizational performance in the banking industry. The purpose was to identify how strategic intent and it dimensions relates with organizational performance. The design of the study was cross-sectional survey. A self-report questionnaire was used for data collection. Two hundred and one respondents make up the study sample. The sample consists of 132 (65.5%) male and female 69 (34.5%). The respondents age ranged between 25 and 58 years. Data analysis rejected all the hypotheses tested. It was observed that strategic intent and its dimensions (mission, vision and objectives) significantly and positively relate with organizational performance. In addition, analysis of effect size revealed that strategic intent account for 34 percent variance in organizational performance. Mission dimension of strategic intent explained 47% variance in organizational performance, vision dimension of strategic intent explained 19% variance in organizational performance, and objective dimension of strategic intent explained 58% variance in organizational performance. It was concluded that overall strategic intent positively and significantly relate with organizational performance and that the various dimensions of strategic intent vary in the degree of variation they account for in organizational performance. It is recommended that founders of, and those who formulate policy and strategy for organizations reflect strategic intent in the organizational mission, vision and objectives. Further study should examine the intervening variables in the relationship.

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Strategic Intent and Organizational Performance
A Study of Banks in Asaba, Delta State Nigeria
Anthony Ogomegbunam Odita
1*
Adams Bello
2
1. Department Of Accounting, Banking & Finance, Faculty of management sciences,Delta state university,
Asaba, Nigeria
2. Department of bus. Admin., Faculty of management sciences,Delta state university, Asaba, Nigeria
*tonyodita2002@yahoo.com
Abstract
This study was on strategic intent and organizational performance in the banking industry. The purpose was to
identify how strategic intent and it dimensions relates with organizational performance. The design of the study
was cross-sectional survey. A self-report questionnaire was used for data collection. Two hundred and one
respondents make up the study sample. The sample consists of 132 (65.5%) male and female 69 (34.5%). The
respondents age ranged between 25 and 58 years. Data analysis rejected all the hypotheses tested. It was
observed that strategic intent and its dimensions (mission, vision and objectives) significantly and positively
relate with organizational performance. In addition, analysis of effect size revealed that strategic intent account
for 34 percent variance in organizational performance. Mission dimension of strategic intent explained 47%
variance in organizational performance, vision dimension of strategic intent explained 19% variance in
organizational performance, and objective dimension of strategic intent explained 58% variance in
organizational performance. It was concluded that overall strategic intent positively and significantly relate with
organizational performance and that the various dimensions of strategic intent vary in the degree of variation
they account for in organizational performance. It is recommended that founders of, and those who formulate
policy and strategy for organizations reflect strategic intent in the organizational mission, vision and objectives.
Further study should examine the intervening variables in the relationship.
Keywords: Strategy, Strategic Intent, Mission, Vision, Objectives, Organizational Performance
1. Introduction
Strategic intent represents a crystallized vision of an organization’s aspired direction of growth and plays a
pivotal role in shaping organizational resource allocation and capability development (Hamel & Prahalad 1994).
Conversely, firms with low levels of strategic intent have a “scarcity of ambition” and frequently have trouble
with effective goal setting. Strategic intent is about defeating competition and winning the market. It symbolizes
and expresses a process of achieving competitive advantage (Brand, 2003). This is so because for an
organization to win it should posses certain capability that others do not have or cannot easily and promptly
imitate. To realize strategic intent, some level of activities (strategic action) and behaviour is required. Such
activities comprise management focusing the attention of the organization on the essence of winning, motivating
people by communicating the value of the target , leaving room for individual and team contribution , sustaining
enthusiasm by providing new operational definition as circumstances changes and using intent consistently to
guide resources allocation (Hamel and Prahalad, 1989).
Relatively recent a concept was theoretically linked to comparative advantage and consequently
organizational performance. This concept is strategic intent. McBryde and Gary (2000) noted that through
strategic intent sustained competitive advantage can be archived. Hamel and Prahalad (1989) coin the phrase
strategic intent and defined it as an obsession of winning at all levels of the organization and that is sustained for
a long period of time, usually 10 to 29 years. It is an obsession for winning that undermines limitations imposed
by available resources and capabilities. More specifically, strategic intent is defined as management’s vision of
the firm that creates a misfit between current resources and future ambition (Hamel & Prahalad, 1989). An
organization exhibits strategic intent when it relentlessly pursues ambitions strategic objectives and concentrates
its competitive actions and energies on achieving the objectives (Brand, 2003). The organization must be
optimally misaligned in order to use strategic intent for value creation. Optimal misalignment entails a firm that
seeks a competitive goal that is seemingly improbable given the firm’s current capabilities. Striving for the
seemingly impossible goal guides management in obtaining the capabilities necessary for successful competition
by enacting observable, firm wide goals (Brand, 2003). Strategic intent also needs to align with strategic action
to avoid some forms of strategic dissonance (Burgelman & Andrew, 1996).
Strategic intent involves statement of direction and intention. And the means by which organization
largely expresses its intention are mission, vision and objective statements. Therefore, to confirm the existence
of strategic intention would most likely require examine these statements. In the literature, mission, vision and
objectives are widely identified as avenues of expressing strategic intent (Brand, 2012).
Organizational performance is the extent to which the organization is able to meet the needs of its
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stakeholders and its own needs for survival (Tarabieh & Al-alak, 2011). It is the degree an organization attained
its goal, acquired the needed resources, functions with minimum strains and meets the needs and expectations of
its stakeholders (Nwanzu, 2013). Large number of proposals on what determines organizational performance
exists. And some variables such as organizational citizenship behaviour, transformational leadership style, and
organizational culture have been widely and empirically identified as determinant of organizational performance.
However, a comparatively recent proposal on determinant of organizational performance that has not attracted
much empirical investigation is strategic intent (Richard, 2013).
Strategic intent is a short, succinct, and inspiring statement of what the organization intends to become
and to achieve at some point in the future, often stated in competitive terms. It is an obsession of winning at all
levels of the organization and that is sustained for a long period of time. Strategic intent was conceptually
presented in the literate as a concept that has the potential to initiate core competencies and influence attainment
of competitive advantage, and consequently performance. Since the introduction of the concept into the literature
some studies have investigated its relationship with organizational performance.
However, review clearly indicated some gap in strategic intent and organizational performance
relationship - there is shortage of study on the relationship between strategic intent and organizational
performance at global level Richard (2013) and also in the Nigeria context. More so, both at local and
international level there is shortage of study on the relationship between strategic intent and organizational
performance in banking industry. The need to investigate strategic intent in the banking industry is obvious. The
banking industry is very competitive. And conceptually strategic intent was proposed to enhance comparative
advantage. This study, thus seeks to address these gaps by examining the degree of strategic intent and the
relationship between strategic intent and organizational performance in the banking industry, and in the Nigerian
context.
2. Literature Review
2.1 Strategy
Strategy is a complex concept that involves many different processes and activities within an organization.
Strategy could be defined as a comprehensive plan that identifies long-term direction for an organization and
guides resources utilization to accomplish organizational goals with sustainable competitive advantage. It is the
means by which long-term objectives will be achieved. Business strategies may include geographic expansion,
diversification, acquisition, product development, market penetration, retrenchment, divestiture, liquidation, and
joint ventures (Grant, 2002).
Strategies are potential actions that require top management decisions and large amounts of the firm’s
resources. In addition, strategies affect an organization’s long-term prosperity, typically for at least five years,
and thus are future-oriented. Strategies have multifunctional or multidivisional consequences and require
consideration of both the external and internal factors facing the firm. Strategy could be intended or emergent.
Intended strategy is the strategy that an organization hopes to execute. Intended strategies are usually described
in detail within an organization’s strategic plan. An emergent strategy is an unplanned strategy that arises in
response to unexpected opportunities and challenges. A realized strategy is the strategy that an organization
actually follows. Realized strategies are a product of a firm’s intended strategy (i.e., what the firm planned to do),
the firm’s deliberate strategy (i.e., the parts of the intended strategy that the firm continues to pursue over time),
and its emergent strategy (i.e., what the firm did in reaction to unexpected opportunities and challenges).
Organizational strategy exists in three level, corporate (corporate strategy), operational (competitive
strategy) and functional (operative strategy) (Monroe, 2012). Corporate strategy is concern with the broader
issues of what industries the organization wants to compete in. it deals with mergers and acquisitions, and
allocates resources between the organization’s strategic units. Operational strategy refers to those functional
level strategy created to implement and execute competitive advantage. It deals with decisions according to
functional lines such as R&D, marketing and finance. It is concern with how the component parts of the
organization in terms of resources, processes, people and their skills effectively deliver the corporate- and
business-level strategic direction (Grant, 2002; Johnson & Schole, 1999). Competitive strategy refers to those
strategies employed to determine how the organization will compete in its market, aimed to secure sustainable
competitive advantage. In other words, it is strategy that operates at the business level.

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Table 2.1 presents strategic hierarchy.
Figure 2.1: Conceptual Frameworks.
Source: Reviewed Literature
Box “A” of Figure 2.1 represents strategic intent- the independent variable. Strategic intent has three
components (mission, vision and objectives). Box “B” represents organizational performance- the dependent. A
common criticism of studies on organizational performance centered on the use of only financial indicators. This
study addresses this weakness by adopting four perspectives (goal, system resources, internal processes and
stakeholder) of organizational performance. Goal model (effectiveness and efficiency); system resources (return
on investment and market size); internal processes model (employee cohesion) and stakeholder model
(shareholder satisfaction). By this both financial and non-financial indicators of organizational performance were
examined in this study.
2.2 Strategic Intent
The concept of strategic intent has been recognized in the strategic management literature as important in order
to understand the general direction in which a business is headed (Sneddon, & Mazzarol, 2002). Hamal and
Prahalad (1989) introduce the concept strategic intent into the literature and defined it as an obsession of winning
at all levels of the organization and that is sustained for a long period of time. It is an obsession for winning that
undermines limitations imposed by available resources and capabilities. Hamel and Prahalad (1989) viewed
strategic intent as critical to the long-term survival of the firm, especially for those wishing to obtain global
leadership.
Strategic intent is the planned direction to be pursued by the organization. It is a short, succinct, and
inspiring statement of what the organization intends to become and to achieve at some point in the future, often
stated in competitive terms. It refers to the category of intentions that are broad, all-inclusive and forward
thinking. It is the image that an organization must have of its goals before it sets out to reach them. It describes
aspirations for the future, without specifying the means that will be used to achieve those desired ends. It is
stable over time, and set goals that deserve personal effort and commitment. It is a vision that defines the desired
leadership position for the organization and grounds the objectives by which success will be assessed. It is the
heart of all strategy.
To realize strategic intent, some level of activities (strategic action) and behaviour are required. Such
activities comprise management focusing the attention of the organization on the essence of winning, motivating
people by communicating the value of the target , leaving room for individual and team contribution , sustaining
enthusiasm by providing new operational definition as circumstances changes and using intent consistently to
guide resources allocation. Strategic intent should also create an internal firm wide tension, inspiring and
compelling all employees to be dedicated to the specified future direction (Hamel & Prahalid, 1994).
Zimmermam (cited by Ice, 2007) describe taxonomy of possible strategic intentions. This is presented
in Table I below.
Strategic Intent
 Organizational
mission
 Organization
 Organizational
objectives
Organizational Performance
 Return on investment
 Market size
 Effectiveness
 Efficiency
 Employee cohesion
 Shareholder satisfaction

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Table 2.1: Taxonomy of Possible Strategic Intentions
S/N Strategic Area Definition
1 Products offered Focused on the current product mix, look for ways to improve or extend
current product capabilities and achieve higher penetration of current markets
2 Market needs Provides a range of products to fill current or emerging needs of identified
markets; develops new products/services; searches for new markets with
similar characteristics
3 Technology Offers only products/services that emanates from or capitalize on its
technical capabilities; seeks new applications for its technology
4 Production
Capability
Leverages production know-how, processes, systems and equipment:
commodity. Inform of commodity characterized by long runs and economies of
scale, produces wide range of products which utilize its production know-how.
5 Method of Sale Established primary method for convincing customers to buy its products
and determines products, markets and geographic scope on the bases of this
method of sale
6 Method of
Distribution
Leverages strong distribution channels to deliver products; determines
product mix, customers and geographic scope based on existing channels.
7 Natural Resources Develops products through the use of conservation of natural resources.
8 Size/Growth Determines the products and markets service based on the desire to become
larger or smaller; may push into unrelated markets if potential for size/growth
exists; often an interim drive force.
9 Return/Profit Desires for specific levels of return drive the product and market decisions of
this organizations, will change market scope in order to achieve its return/profit
requirements
Source: Ice (2007)
The importance of clear strategic intent has been noted. As Ice (2007) remarked, organizations that are
unclear on which strategic intent drives their business or try to operate from multiple strategic intents will
produce conflicting priorities, wasted resources, indecision and frustration in the work place and the confusion in
the market place.

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Influences On Strategic Intent
Strategic intent of organizations has been reported to be influenced by some factors. Brand (2012)
identified seven factors that comprise stakeholders, leadership, inspired guesses of the future, history and culture,
ownership structure, corporate values, strategic assessment and strategic choices. Strategic intent in practice
requires acceptability of stakeholders, consistent with the history and culture of the enterprise and must stretch
beyond its present aspirations and practices.
2.3 Organizational Mission, Vision and Objectives
Strategic intent express future-oriented behaviour, Consequently strategic intent reflects in the mission, vision
and objective of the organization (Brand, 2012). Mission and vision statement are the important explanation of
an organization strategic view (Candemir & Zalluhoglu, 2013). The position of strategic intent in these
organizational statements is widely expressed in the various definitions of the concept. Strategic intent is a dream,
an emotion, a distillation of strategy, a goal and a mission (Hamel & Prahalad, 1989), it is mission for the
organization, a statement of goal articulated by the management and it is an organization’s vision of what it want
to achieve in the long-term (kotter, 2002; Moroe, 2012)). Strategic intent should lead to an end. That end is the
mission of the organization; it is what the organization would ultimately like to become (Jyothimon, 2014).
2.3.1 Organizational Mission
A mission statement is a formalized document defining an organization’s unique and enduring purpose
(Gharieghi, Nikbakht, & Bahar, 2011). In the literature mission is widely identified as one avenue of expressing
strategic intent (Brand, 2012). An organization’s mission is the purpose or reason for the organization existence.
It tells what the organization is providing to the society. It defines the fundamental, unique purpose that set an
organization apart from other organization of its type and identifies the scope or domain of the organization’s
operations in terms of products (including service) offered and the market served (Candemir & Zalluhoglu,
2013). The mission statement promotes a sense of shared expectation amongst employees and communicates a
public image of the organization to important stakeholders (Analoui & Karami, 2002).
Mission statement aimed to ensure unanimity of purpose within the organization, it provide a bases for
motivating the use of the organizational resources, it provide a basis or standard for allocating organizational
resources, it establishes a general tone or organizational climate, and it serves as a focal point for those who can
identify with the organization’s purpose and direction (Jyothimon, 2014).

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2.3.2 Organizational Vision
An organizational vision is often associated with the founder(s) of the organization and represents a desired state
which the organization aspires to achieve in the future. Vision statement describes what the organization would
like to become. A vision statement reflects an organization’s values and aspirations and intended to capture the
heart and mind of each employee and, hopefully, many of its other stakeholders (Candemir & Zalluhoglu, 2013).
A good vision is inspiring and exciting, fosters long-term thinking, fosters risk-taking and experimentation, helps
in the creation of a common identity and shared sense of purpose, is competitive, original and unique, and
represents integrity and is truly genuine (Jyothimon, 2014).
2.3.3 Organizational Objectives
An organizational objective is a statement which describes what an organization is hoping to achieve. It is the
specific result an organization aims to achieve within a time- frame and with available resources (Koontz, 2011).
Objective is a measurable target or benchmark that must be met on the way to attaining goal. Objectives kindle
the enthusiasm and spirits of employees at all level.
Peter (2014) listed 10 benefits of objectives to the organization. Objectives determine strategy, provide
a guide to action, provide a framework for decision making, coordinate activities, facilitate prioritization and
resolve conflicts between departments, measure and control performance, encourage a concentration of long
term factors, motivates employee, provide bases for decision making, and provide shareholders with a clear idea
of the organization in which they invest.
2.4 Organizational Performance
The concept of organizational performance is based upon the idea that an organization is a voluntary association
of productive assists, including human, physical, and capital resource, for the purpose of achieving a shared
purpose. Those providing the assets will only commit them to the organization so long they are satisfied with the
value they received in exchange, relative to alternative uses of the assets (Carton, 2004). It is also often assumed
that organizational performance is relatively stable, predictable, determinable, and controllable (Monroe, 2012)
Organizational performance is a highly sort and research variable, but difficult to conceptualized. The treatment
of performance in research setting is perhaps one of the thorniest issues confronting academic research today
(Mavondo, Gunasekaran & Yamin, 1999). The definitional problem arises largely because the organization has
multiple stakeholders (shareholder, employees, customers, suppliers, community, and regulatory government
agency) with varied and sometimes incompatible needs and expectations. This has resulted in a number of
indicators on organizational performance. For instance, Steer (1975) identified 15 different indicators that have
been used by one or more analysts in the measurement of organizational performance. These include
adaptability-flexibility, productivity, satisfaction, profitability, resource acquisition, absence of strain, control
over environment, development, efficiency, employee retention, growth, integration, open communication and
survival. Consequently, organizational performance is a multi-dimensional concept, reflecting both financial and
non financial indicators. Scott (1992) grouped these indicators into three - outcomes, processes and structure.
Outcomes measures focus on materials or objects on which the organization has performed some operation.
Process measures assess efforts rather than effect. Structural measures assess the capacity of the organization for
performance.
Multiple indicators has resulted in a number definition on organizational performance For example,
organizational performance is the degree an organization achieves it goals, the degree an organization acquires
the needed resources, the degree an organization maintains internal harmony, and the degree an organization
satisfies it stakeholders, (Nwanzu, 2013). Above definition reflects some model of organizational performance.
However, March and Sutton (1997) highlighted a number of difficulties evident in the measurement of
organizational performance. First, the future performance may be a reflection of past performance, secondly, the
organization performance can be reversed over time due to feedback mechanisms, and third, that differences
exist between short-term and long-term influences on organizational performance
2.4.1 Models Of Organizational Performance
A number of models on how organizational performance should be assessed exist. Below is a succinct
presentation organizational performance models.
(a) Goal attainment model:
(b) Systems resources model:
(c) Internal processes model:
(d) Strategic constituencies/Stakeholders model:
(e) Competing values model:
(f) Ineffectiveness/fault driven model:
(g) High performance system model:
(h) Legitimacy model:
(i) Managerial process model:

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2.4.2 Determinants Of Organizational Performance
Some factors have been widely identified as determinant of organizational performance. These include structure,
environment, leadership variable, organizational strategy, organizational culture, and organizational climate.
(a) Organizational structure:
(b) Environmental characteristics:
(c) Technology:
(d) Organizational culture:
(e) Leadership style:
(f) Job satisfaction and organizational commitment:
2.5. Strategic Intent and Organizational Performance
Some studies have been conducted on the relationship between strategic intent and organizational performance.
Edison (2007) investigated the relationship between work team strategic intent and work team performance. The
study was conducted on 57 student project teams in 12 classes (327) respondents in a defense acquisition
university executive level, six week management class in six locations in San Diego. Result of the study
revealed a significant direct relationship between work team strategic intent and team performance in all the 15
hypotheses tested. This means that significant relationship was observed in both composite and dimensional
analyses of strategic intent.
A limitation of this work is in the instrument used to measure strategic intent. Strategic intent exists in
statement of mission, vision and objective, but not every statement in mission, vision and objective is strategic
intent. Strategic intent involves statement of intention and action. Contrarily, the measure developed and used for
the study were statement on mission, vision and objective that did not expressed strategic intent. Examples of
statement in the measure were “how similar is your understanding of your work team’s purpose to that of the
other members of your work team?” “How similar is your understanding of your work team’s objectives to that
of the other members of your work team?”
Fawcett, Smith & Cooper, (1997) surveyed 131 senior executives to determine whether there was a
relationship between strategic intent and firm performance. They found that the greatest obstacle to competitive
success seems to be maintaining focus and consistency among strategic goals and value added capabilities. And
they concluded that what is measured is more important to employees than the stated strategic intent.
In Japan Laguinto (2011) investigated the relationship between intended strategies and performance in
manufacturing firms. Using order of entry (pioneering and leapfrogging) this mixed method (qualitative and
quantitative) study concluded that intended strategies has real impact on firm performance and this impact is
contingent on environmental factors, in the case of the study, the prevailing business climate.
Monroe (2002) empirically investigated strategic intent in New Zealand firms and found a relationship
between the possession and utilization of strategic intent and organizational performance. Successful firms were
characterized to hold strategic intent by varying degrees. Those with high levels of strategic intent also possessed
high levels of emotional connection to their employees.
Richard (2013) investigated the relationship between strategic intent, among other variables and
organizational performance in pharmaceutical industry. In the qualitative study, three hypotheses on strategic
intent-organizational performance were test. These were, (a) firm-level strategic intent is negatively related to
short term firm’s performance, (b) there exists a negative relationship between the level of strategic intent and
magnitude of short-term performance, and (c) that the negative short-term effects of firm-level strategic intent
will attenuate over time. While the data analyzed confirmed the first two hypotheses, the third hypothesis was
not supported. Richard (2013) study was very creative study. It goes beyond mere examination of direct
relationship between strategic intent and organizational performance.
3. Methodology
3.1 Research Design
The study is a cross-sectional survey. First, cross-sectional survey design is very feasible for the time frame
available for the completion of this study. Another reason for the choice of cross- sectional design is that it is
very economical to undertake. As a student researcher, this is an important consideration. And finally, cross-
sectional survey design is widely adopted in management research. Survey is the most frequently used
organizational research methodology (Rogelberg, Fisher, Maynard, Hakel & Horvath, 2001).
3.2 Research Population
The study covered the staff of the sixteen banks in Delta State, Asaba metropolis. The total population was nine
hundred and ninety five staff of the sixteen banks. This information was obtained from the human resource
departments of the banks.
Asaba is the capital of Delta State. It is the administrative seat of the state. Consequently, it is well

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populated by civil servants, a few white collar workers, artisans and business men and women. This feature has
attracted a number of banks to the place. As a matter of fact, almost all the major banks in Nigeria have one or
more branches in Asaba. The banks and their workforce are presented in Table 3.1 below. The information was
obtained from the human resource departments of the banks.
Table 3.1: The Banks And Their Work Force
SN Banks Workforce
• Access Bank 70
• FCMB 80
• First bank 80
• Eco Bank 150
• Fidelity Bank 40
• Diamond Bank 40
• GTB 40
• Keystone bank 40
• Mainstream Bank 30
• Stanbic Bank 30
• Sterling Bank 30
• Skye Bank 30
• Union Bank 60
• UBA 150
• Wema Bank 25
• Zenith Bank 100
TOTAL 995
Source: Human Resource Departments of the Banks
3.3 Sampling Techniques and Size
A total of 240 questionnaires were distributed to management level staff in the 16 banks. After an interval of two
weeks, 225 filled questionnaires were received. This gives 93.75 return rate. However, after sorting out the
questionnaires that were not completely and properly filled, 201 questionnaires (participants) were used in data
analysis. The return rate expressed above exceed survey response rate levels and trends in organizational
research (Baruch & Holton.2008) Specifically, (Baruch & Holton, 2008) reported average response rate of
52.7% (standard deviation of 20.4) and 35.7% (standard deviation, 18.8) for studies that utilized data collected
from individuals and organizations respectively.
Table 3.2: Respondents from each banks
Sn Banks Respondents
• Access Bank 14
• FCMB 14
• First bank 16
• Eco Bank 30
• Fidelity Bank 8
• Diamond Bank 8
• GTB 8
• Keystone bank 8
• Mainstream Bank 6
• Stanbic Bank 6
• Sterling Bank 6
• Skye Bank 6
• Union Bank 12
• UBA 30
• Wema Bank 5
Zenith Bank 22
Total 201
Source: Data Collected for the Study
3.4 Method Of Data Collection And Analysis
The questionnaires were administered to two hundred and forty employees in the sixteen banks used for the
study. Non probability sampling techniques was used to select the participants. The participants were allowed to

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take the questionnaires and respond to them within two weeks. However, within the two weeks, this researcher
was visiting the banks to retrieve the questionnaires.
Both descriptive and inferential statistics were adopted for data analysis in this study. The descriptive
statistics include diagrams (table and figures) and numbers (mean, standard and deviation). The inferential
statistics was simple regression.. This statistics was applied to all the hypotheses. Simple regression was
appropriate for this study because the hypotheses tested relationship and established effect size. Like every
parametric statistics, Regression coefficient for significant testing required meeting some assumptions. This
study was mindful of the assumptions. For instance, the requirement of interval scale for the use of simple
regression was met with the adoption of likert scaling format. Data for the study from individual respondent was
independent of each other. This means that the score of a participant did not affect the score of another
participant in the data set. The statistical package for the data analysis was SPSS version 16.
4. Data Analysis And Presentation
4.1 Descriptive Statistics
The necessity for descriptive statistics on data for any study cannot be over emphasis as decisions based on
descriptive statistics alone have a dramatic lower error (Field, 2000). Little wonder, Field, (2000) recommended
that a results section should first and foremost be devoted to careful and systematic description of data. In Table
4.1 below the descriptive statistics on the characteristics of the respondents were presented.
Table 4.1: Descriptive Statistics On Characteristics Of the Participants
Frequancy Percentage (%)
Gender
Male 132 65.5%
Female 69 34.5%
Marital Status
Single 51 25.3%
Married 150 74.6%
Age Group
<25 20 9.95%
26-35 99 49.25%
36-45 44 21.89%
46-55 30 14.92%
56- above 8 3.98%
Tenure
< 1yr - -
2-10 yrs 67 33.33%
11- 20 yrs 104 51.74%
21-30 yrs 30 14.93
31 and above - -
Education.
First Leaving Cert.
WASC/SSCE -
OND -
HND/BA/B.SC 160 79.60%
MA/MSc 41 20.40%
Ph.D -
Professional Cert 164 81.59%
Source: Data Collected
Table 4.1 shows the descriptive statistics of the respondents’ characteristic. For gender, the statistics
shows that 132 (65%) of the respondent were male, while 68 (34%) were female. For marital status, 51 (25.30%)
of the respondents were single, while 150 (74.7%) were married. For age, 20 (9.95%) of the respondents were
less than twenty-five years old, 99 (49.25%) were between the age of 26 and 35, 44 (21.89%) were between the
age of 36 and 45, 30 (14.92%) were between the age of 46 and 55, 8 (3.98%) were 56 years and above. For
tenure, none of the member of the staff was less than 1 years in the job. Sixty-seven (33.33 %) had served
between 2 and 10 years, one hundred and four (51.74%) had served between 11 and 20 years, thirty (14.93%)
had served between 21 and 30 years. And no member of the staff had served above thirty-one years. The highest
education for 160 (79.60%) of the respondent was HND/BA/BSc, forty-one (25.40) had MA/MSc as highest
education. None of the respondents reported having a doctorate. One hundred and sixty four (81.59) of the
respondent has professional certificate. In Table 4.2 below the descriptive statistics on strategic intent is
presented.

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Table 4.2: Descriptive Statistics On Strategic Intent Data
Variable Min Max M SD
SI
x
3.60 4.60 4.061 .214
SIMD
xx
3.50 4.70 4.05 .198
SIVD
xxx
3.60 4.70 4.85 .196
SIOD
xxx
3.70 4.40 4.40 .149
x Strategic intent, xx Strategic intent mission dimension, xxx Strategic intent vision dimension, xxxx Strategic
intent objective dimension.
Source: Data Collected
Table 4.2 above shows the descriptive statistics on strategic intent and its dimensions. The statistics
covered the minimum, maximum, mean and standard deviation on strategic intent and its dimensions. The
minimum score ranged between 3.50 and 3.70, the maximum score ranged between 4.40 and 4.70, the mean
score ranged between 4.05 and 4.85, and the standard deviation ranged between .149 and .214. The study
adopted a five point scale. The statistics on the minimum, maximum and mean scores imply that the degree of
strategic intent in the sampled banks was high. The SD statistics show that the data on strategic intent and its
dimensions spread in the same degree.
Table 4.3: Descriptive Statistics On Organizational Performance Data
Variable Min Mix M SD
OP
x
3.70 4.40 4.05 .149
OP
x
3.50 4.70 4.05 .196
OP
x
3.30 4.80 4.06 .239
OP
x
3.70 4.40 4.50 .149
x Organizational performance
Source: Data Collected
Table 4.3 above shows the descriptive statistics on data for organizational performance, the dependent
variable. The statistics covered the minimum, maximum, mean and standard deviation on organizational
performance. The minimum score ranged between 3.30 and 3.50, the maximum score ranged between 4. 40 and
4.80, the mean score ranged between 4.05 and 4.06, and the standard deviation ranged between .149 and .239.
Table 4.4: Simple Regression Analysis On The Relationship Between Strategic Intent And Organizational
Performance
Table 4.5: Simple Regression Analysis On The Relationship Between Mission Dimension Of Strategic Intent
And Organizational Performance
Table 4.6: Simple Regression Analysis On The Relationship Between Vision Dimension Of Strategic Intent And
Organizational Performance
Table 4.7: simple regression analysis on the relationship between objectives dimension of strategic intent
and organizational performance
5. Summary, Conclusion And Recommendation
5.1 Summary of Major Findings
Analysis on the data for the hypothesis revealed that strategic intent significantly and positively related to

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organizational performance. This observation is congruent with the extant literature. For instance, Monroe (2002)
empirically investigated strategic intent in New Zealand firms and found a relationship between the possession
and utilization of strategic intent and organizational performance. Successful firms were characterized to hold
strategic intent by varying degrees. Those with high levels of strategic intent also possessed high levels of
emotional connection to their employees.
A plausible explanation for the positive relationship between strategic intent and organizational
performance is the competitive and winning nature of strategic intent. In addition strategic intent strives for
competence and these features have implication for organizational performance.
Data analysis also revealed significant and positive relationship between these various dimension of
strategic intent and organizational performance. This observation has support in the literature. For instance,
Edison (2007) investigated the relationship between work team strategic intent and work team performance. The
study was conducted on 57 student project teams in 12 classes (327) respondents in a defense acquisition
university executive level, six week management class in six locations in San Diego. Result of the study
revealed a significant and direct relationship between work team strategic intent, purpose dimension of strategic
intent, vision dimension of strategic intent, strategies dimension of strategic intent and team performance.
A plausible explanation for the relationship between mission, vision and objectives dimensions of
strategic intent and organizational performance is that these organizational statements determine the activities of
the organization that have implications for organizational performance.
The result of this study also revealed that objectives dimension of strategic intent had the highest
relationship, and contributed most to organizational performance. In this study, it was observed that objectives
dimension of strategic intent accounted for 58% variance in organizational performance, while mission and
vision dimensions accounted for 47% and 19% variation in organizational performance respectively. A possible
explanation for this observation is that among the various dimensions of strategic intent, objectives dimension is
at the level of activities and execution. This makes it more likely to contribute to organizational performance.
5.2 Conclusion
On the basis of the inferential statistics (hypothesis testing) the following conclusion can be reached. Analysis
of data for hypothesis 1 yielded regression coefficient of .202 and it was significant at .05 level. Therefore, it
could be concluded that, overall strategic intent has a significant and positive relationship with organizational
performance in the banking industry. Analysis of data for hypothesis 2 yielded regression coefficient of .231 and
it was significant at .05 level. Therefore, it could be concluded that mission dimension of strategic intent has a
significant and positive relationship with organizational performance in the banking industry. Analysis of data
for hypothesis 3 yielded regression coefficient of .144 and it was significant at .05 level. Therefore, it could be
concluded that vision dimension of strategic intent has a significant and positive relationship with organizational
performance in the banking industry. Analysis of data for hypothesis 4 yielded regression coefficient of .264 and
it was significant at .05 level. Therefore, it could be concluded that objectives dimension of strategic intent has a
significant and positive relationship with organizational performance in the banking industry.
The regression coefficient on the relationships between the various dimensions of strategic intent were,
mission (.231), vision (.144), and objectives (.264). Consequently, it could be concluded that the relationship
between dimensions of strategic intent and organizational performance varies in degree.
On the bases of the effect size observed, it could be concluded that strategic intent contributes
significantly to organizational performance. Overall, strategic intent contributes 40% to the variation in
organizational performance. It could also be concluded that the various dimensions of strategic intent contribute
positively to organizational performance, but in varied degree. Objectives dimension of strategic intent
contributes most, followed by mission and vision dimensions in that order.
5.3 Recommendation
The extant literature as well as this study has shown that strategic intent positively relate with organizational
performance. However, some issue on strategic intent-organizational performance literature needs to be
addressed. Consequently, the following recommendations for further study are offered.
The existing empirical study on strategic intent-organizational performance is scare. Therefore further
study on the relationship should be embarked upon. As with most organizational variable, the relationship
between strategic intent and organizational performance is likely to be influenced by other variables. Therefore,
further studies should aim at identifying the intervening variables (moderating and mediating) in the relationship.
Finally, the large majority, if not all the empirical studies on strategic intent- organizational performance
relationship used subjective data obtained through self-report questionnaire. There is high possibility of
subjective data being distorted. Further study should collect objective data for analyses.

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Vol.5, No.4, 2015
71
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