The Impact of Strategic Alliances on Organizational Performance: Evidence from Malawi's Commercial State-Owned Enterprises

This study examines the impact of strategic alliances on organizational performance in Malawi's commercial state-owned enterprises (SOEs). Using a descriptive survey design with data from 37 SOEs, the research investigates four types of strategic alliances: resource sharing, risk sharing, regulatory compliance, and cost efficiency. The findings reveal a strong positive correlation (R=0.942) between strategic alliances and organizational performance, with these partnerships explaining 88.7% of performance variation. Regulatory compliance-based alliances demonstrated the most substantial impact (β=1.171), followed by cost efficiency (β=0.454), risk sharing (β=0.369), and resource sharing alliances (β=0.321). The study concludes that strategic alliances represent a viable approach for revitalizing underperforming SOEs in Malawi, enhancing competitiveness, improving fiscal stability, and fostering sustainable growth, ultimately contributing to national socioeconomic advancement.