Strategic Planning and Organizational Performance in State-Owned Enterprises in Edo State

This study investigated the relationship between strategic planning and organizational performance in state-owned enterprises in Edo State, South South Nigeria. Strategic planning, as a systematic process of defining an organization direction and allocating resources to pursue that direction, is recognized as a driver of competitive advantage and operational efficiency. In the context of state-owned enterprises in Edo State, which operate within a complex interplay of political, economic, and administrative pressures, the effectiveness of strategic planning practices has significant implications for service delivery and economic contribution. A descriptive survey design was employed. The population comprised 320 senior and middle-level managers in six state-owned enterprises in Benin City. Using stratified random sampling, 160 managers were selected. A validated questionnaire comprising the Strategic Planning Practices Scale and the Organizational Performance Index was used for data collection. Pearson correlation and regression analysis were employed for data analysis. Findings reveal a significant positive relationship between strategic planning rigor and organizational performance outcomes, including efficiency, revenue generation, and stakeholder satisfaction. Enterprises that conducted regular environmental scanning and involved diverse staff in planning processes reported superior performance. The study recommends that the Edo State Government should mandate structured strategic planning cycles in all state-owned enterprises and build capacity among enterprise managers in strategic management principles through targeted professional development programmes. Keywords: strategic planning, organizational performance, state-owned enterprises, Edo State, business management