Agbi, N. N.
Department of Business Administration, Faculty of Administration and Management, Rivers State University, Nkpolu-Oroworukwo, Port Harcourt, Nigeria
and
Department of Business Administration, Faculty of Administration and Management, Rivers State University, Nkpolu-Oroworukwo, Port Harcourt, Nigeria
ABSTRACT
This study examined the relationship between Board structure and Strategic change implementation in listed manufacturing companies in the South-South region of Nigeria.Primary data was generated through a structured questionnaire. The study population was the five (5) listed manufacturing companies in South-South Nigeria, and twenty-five (25) managers within these listed manufacturing companies were used as the population elements. The reliability of the instrument was established using the Cronbach’s Alpha coefficient, with all items scoring above 0.70. The hypotheses were tested using partial least squares regression analysis, aided by the Statistical Package for the Social Sciences version 27.0 and the Partial Least Squares Structural Equation Modeling statistical tool, to identify relationships among variables and derive actionable insights. The study concludes that board structure has a strong, positive, and significant relationship with measures of strategic change implementation in listed manufacturing companies in the South-South region of Nigeria. This implies that organizations with well-defined and strategically composed boards are more likely to effectively initiate, implement, manage, and sustain strategic changes. Therefore, the study recommends that manufacturing companies should prioritize the strategic composition and restructuring of their boards to include independent directors and individuals with diverse professional expertise.
Keywords: Board structure, change adoption rate, resistance management, change sustainability, strategic change implementation
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