Strategic Controls and Organizational Performance in Rwanda. A Case of Duterimbere IMF PLC


  • Iradukunda Carine Mount Kenya University, Rwanda
  • Dr. Eugenia Nkechi Irechukwu Mount Kenya University, Rwanda



The purpose of this study was to investigate the influence of strategic controls on organizational performance in Rwanda, with the case study of Duterimbere IMF PLC. The study was guided by four specific objectives: the influence of implementation control, premise control, special alert control, strategic surveillance control, and organizational performance. Using the Granular Formula, a sample size of 127 was calculated from a target population of 188. This research used an exploratory design. This design allowed the research to use mixed approaches, such as quantitative and qualitative data. The researcher used a questionnaire and interview guide as data collection instruments, and employed SPSS Version 26 for the analysis of quantitative data, while content analysis techniques were used for qualitative data. The information from each item of the questionnaire and interview was coded and categorized, and then the data were presented and discussed. The findings showed that regarding setting performance standards, the majority of respondents agreed with the statement, with a mean of 4.74 and a standard deviation of 0.440. About 74.0% strongly agreed with the statement. Concerning the extent to which monitoring and evaluation as an implementation control contributes to organizational control; the results showed that the majority of respondents strongly agreed with the statement, at 51.2%. Regarding setting measures to collect, respondents agreed with the statement, with a mean of 4.69 and a standard deviation of 0.466. About 68.5% strongly agreed with the statement, and 31.5% agreed with the statement. The study concluded that implementation control, premise control, special alert control, and strategic surveillance contribute significantly to organizational performance. The combination of these independent variables influenced organizational performance at 74.1%. This conclusion was also supported by a P-value of 0.000, which is below the predetermined level of 0.05, indicating statistical significance of the independent variables to the dependent variable.

Keywords: Strategic Controls, Organizational, Performance, Duterimbere IMF Plc, Rwanda


Author Biographies

Iradukunda Carine , Mount Kenya University, Rwanda

Master student, Business Administration of Mount Kenya University, Rwanda


Dr. Eugenia Nkechi Irechukwu, Mount Kenya University, Rwanda

Lecturer, Business Administration of Mount Kenya University, Rwanda



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How to Cite

Iradukunda , C., & Irechukwu, E. N. (2023). Strategic Controls and Organizational Performance in Rwanda. A Case of Duterimbere IMF PLC. Journal of Strategic Management, 7(5), 40–60.




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