Strategic Behaviour of SMEs Based on Miles and Snow’s Typology and their Performance Implications: Evidence from the Manzini Region, Eswatini
Keywords:
Analyser, Behaviour, Defender, Orientation, ProspectorAbstract
This study investigated the influence of Miles and Snow’s strategic behaviour typologies- Prospector, Analyser, Defender, and Reactor on small and medium-sized enterprises (SMEs) performance in Eswatini’s Manzini region. Data were gathered from 206 respondents using a self-administered questionnaire. Sampling adequacy was confirmed (KMO = 0.723; Bartlett’s Test p < 0.001), justifying factor analysis. Reliability analysis showed acceptable Cronbach’s alpha values for Prospector and Analyser, but negative values for Defender and Reactor, indicating limited reliability for these dimensions. While the model fit indices did not meet ideal standards, the Prospector and Analyser dimensions met model assumptions overall. Regression analysis revealed a significant negative association between overall strategic orientation and organisational performance (β = -0.168, p = 0.012). Bivariate correlations indicated that the Analyser orientation had a moderate positive relationship with performance (r = 0.273, p < 0.001), whereas the Prospector orientation showed a weaker positive correlation (r = 0.133). These results highlight the complexity of the relationship between strategic orientation and SME performance, amplifying the importance of strategic alignment, particularly the Analyser orientation, in achieving performance. These findings are consistent with those of Chereau and Meschi (2019) and Gresov and Drazin (1997), who found in their study that misalignment between strategy and orientation impairs performance. The findings provide empirical evidence from a developing country context and offer practical guidance for SME managers seeking to enhance performance through strategic orientation.
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