Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 5

organisational performance: A study of Nnamdi Azikiwe University, Awka. Review of Public Administration and Management, 4 (8), 131-148. 53. Ngo, L. V., & O'Cass, A. (2013). Innovation and business success: The mediating role of customer participation. Journal of Business Research , 66 (8), 1134-1142. 54. Ngui, D. L., & Maina, J. R. (2019). Organisational resources and strategy implementation in non-profit organisations; A case of Kenya medical research institute, Kenya. International Journal of Current Aspects , 3 (6), 33-51. 55. Obeidat, B. Y., & Tarhini, A. (2016). A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: A structural equation modelling approach. Journal of Management Development , 35(5), 681-705. 56. Obiekwe, O. (2018). Human capital development and organisational survival: A theoretical review. International Journal of Management and Sustainability , 7 (4), 194-203. 57. Onamusi, A. B. & Adenekan T. E. (2020). Customer engagement capability and market share: A PLS- SEM analysis. IAR Journal of Entrepreneurship, Innovation & Design Thinking, 1 (1), 39-48. 58. Onamusi, A. B.(2020). Strategic response capability and firm competitiveness: How Omoluabi leadership makes a difference. Business Excellence & Management, 10 (4), 23-37. 59. Onamusi, A. B., Asikhia, O. U., & Makinde, O. G. (2019). Environmental munificence and service firm performance: The moderating role of management innovation capability. Business Management Dynamics, 6 (9), 13-25. 60. Onamusi, A. B, Makinde, O. G., & Akinlabi, H. B. (2020). Entry mode strategy, firm-level capability, environmental turbulence, and organisational performance: A moderated analysis, Management and Economics Review, 6(2), 101-114. 61. Onono, P. A. (2018). Response of Sorghum Production in Kenya to Prices and Public Investments. Sustainable Agriculture Research , 7 (6), 19-29. 62. Pangarkar, N. (2015). Performance implications of strategic changes: An integrative framework. Business Horizons , 58 (3), 295-304. 63. Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its influence on project success and on the execution of business strategies. International Journal of Project Management , 33 (1), 53-66. 64. Shah, M. H. (2014). An Application of ADKAR Change Model for the Change Management Competencies of School Heads in Pakistan. Journal of Managerial Sciences , 8 (1), 77-95. 65. Siam, M., & Hilman, H. (2014). Relationship of strategy execution plan dimensions on organization performance of higher educational institution in Palestine. Asian Social Science , 10 (13), 131-141. 66. Sihag, V. & Rijsdijk, S. A. (2019). Organisational controls and performance outcomes: A meta- analytic assessment and extension. Journal of Management Studies, 56(1), 92-133. 67. Srivastava, A. K., & Sushil. (2017). Alignment: The foundation of effective strategy execution. International Journal of Productivity and Performance Management , 66 (8), 1043-1063. 68. Teece, D. J. (2014a). A dynamic capabilities-based entrepreneurial theory of the multinational enterprise. Journal of International Business Studies, 45 (1), 8–37. 69. Uzohue, C. E., Yaya, J. A., & Akintayo, O. A. (2016). A review of leadership theories, principles, styles and their relevance to management of health science libraries in Nigeria. Journal of Educational Leadership and Policy , 1 (1), 17-26. 70. Verburg, M., Nienaber, A., Searle, R. H., Weibel, A., Den Hartog, D. N., & Rupp, D. E. (2018). The role of organisational control systems in employees’ organisational trust and Performance outcomes. Group & Organization Management, 43 (2), 179-206. 71. Waititu, J. W. (2016). Relationship between strategy implementation and performance in commercial banks in Nairobi County Kenya. International Journal of Business and Management , 11 (9), 230-252. 72. Weibel, A., Den Hartog, D. N., Gillespie, N., Searle, R., Six, F., & Skinner, D. (2016). How do controls impact employee trust in the employer?. Human Resource Management , 55 (3), 437-462. 73. Weller, I., Sus, J., Evanschitzky, H., & Wangenheim, F. (2020). Transformational leadership, high- performance work system consensus, and customer satisfaction. Journal of Management , 1-29 DOI: 10.1177/0149206318817605 74. Wijetunge, W.A.D.S., Pushpakumari, M.D. (2014), The relationship between strategic planning and business performance: An empirical study of manufacturing SMEs in Western Province in Sri Lanka, Kelaniya Journal of Management, 3 (1), 23-41. 75. Wilden, R., Gudergan, S. P., Nielsen, B. B., & Lings, I. (2013). Dynamic capabilities and performance: Strategy, structure and environment. Long Range Planning , 46 (1-2), 72-96. 76. Yang, L. (2019). A model for enhancing strategy execution. Journal of Human Resource and Sustainability Studies , 07 (03), 360-367. 77. Yue, C. A., Men, L. R., & Ferguson, M. A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review , 45 (3), 101779. The Affinity to Execute Strategy could Drive Firm Profitability. Is this True? What Role Does Anagile Leader Play? 61 Global Journal of Management and Business Research Volume XXII Issue V Version I Year 2022 ( ) A © 2022 Global Journals