Strategic Management Practices and Clean Energy Sector Performance in Rwanda; A Case of Bboxx Rwanda in Kigali City


  • Marie Merci Hirwa Mupenzi Mount Kenya University
  • Dr. Eugenia Nkechi Irechukwu (Ph.D) Mount Kenya University



This study investigated the effect of strategic management practices on the performance of Bboxx Rwanda in Kigali city. In particular, the study aimed to determine how strategy formulation, strategy implementation, and strategy control affect the performance of Bboxx Rwanda. The study used a descriptive research design to implement the research strategy. Both primary and secondary data was collected using a questionnaire and document review respectively. The descriptive research design with a mixed approach of qualitative and quantitative data were used to collect data by the use of questionnaire. The study participants comprised employees at the managerial level at the Bboxx Africa headquarter (HQ) office in Kigali, Rwanda with the sample size of 80 respondents selected using census method. The collected results were analyzed using descriptive statistical analysis with the use of mean and standard deviation, and inferential statistics by the use of Pearson correlation (r) and multiple linear regression analysis. The results were presented in figures, tables, and narratives because the qualitative data were analyzed with the use of thematic analysis which require the study to present the qualitative results in the narrative. The study found that 43.0% of respondents agreed with Bboxx's vision, and a notable portion recognized the importance of SWOT analysis. While customer satisfaction had a minimal correlation, the SWOT analysis significantly influenced new product development. Resource allocation did not notably impact revenue growth but had a weak positive correlation with new product development. The organizational structure didn't drive growth or customer satisfaction, highlighting potential areas for improvement. Additionally, organizational culture and communication channels showed weak associations with their respective metrics, indicating a need for re-evaluation. The results suggest while some strategic elements are effective, others, especially in organizational structure and communication, require refinement. The study recommends that organizations adopt effective strategic management practices, especially as benchmarks evolve. Furthermore, the study emphasizes the importance of clearly presenting factors related to management, both to managerial and non-managerial staff. By doing so, employees can gain a better understanding of the management style in place, which can, in turn, guide their efforts towards realizing organizational goals. The study strongly recommends enhancing communication channels between managerial and non-managerial staff.

Keywords: Strategic Management Practices, Clean Energy, Performance, Bboxx, Rwanda

Author Biographies

Marie Merci Hirwa Mupenzi , Mount Kenya University

Postgraduate student, Mount Kenya University, Rwanda

Dr. Eugenia Nkechi Irechukwu (Ph.D), Mount Kenya University

Lecturer, Mount Kenya University, Rwanda


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How to Cite

Mupenzi , M. M. H., & Irechukwu, E. N. (2023). Strategic Management Practices and Clean Energy Sector Performance in Rwanda; A Case of Bboxx Rwanda in Kigali City. Journal of Strategic Management, 7(7), 42–63.




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