ABSTRACT
The turbulent and often dynamic state of firm’s operative environment compels its
vulnerability to competitive forces and often implies imperative of change in corporate
culture for survival. TOWS matrix model though applied in many manufacturing firms
across the globe in meeting the growing challenges of competition and need for superior
performance, have unfortunately not recorded equivalent results in Nigeria’s manufacturing
industries. The limited adoption of TOWS matrix model is explained by a host of factors
including firms’ organizational change culture, managerial capacity, and the
comprehensiveness of environmental scanning elements.This study, therefore, assesses the
prospects and challenges of applicability of TOWS matrix model in manufacturing firms in
Nigeria. The methodology of study was the descriptive survey research design. The
instruments used for data collection were the structured questionnaire, interview schedule
and empirical research findings from available related literature. From a population of one
hundred and ninety-two (192) registered manufacturing firms found in the south east area of
Nigeria, and a management level employee population of 2,880 using a combination of Taro
Yamane formula, Proportionate Stratified Sampling (PSS) and Multi-Stage Stratified
Random Sampling (MSSRS) technique, twenty-eight (28) firms were eventually selected for
the study, from which four hundred and twenty (420) management employees where issued
questionnaire with 94.76% response rate.
The result of the study showed existence of a
positive and significant relationship between a firms’ organization change culture and her
awareness of Tows Matrix model; firms’ human resource capacity and degree of application
of TOWS matrix model; improvement in the competitive capabilities of firms’ products in
relation to others in the best of class and application of TOWS matrix model in the past five
years (2004-2009); comprehensiveness of firms’ environmental scanning elements and
reliability of strategies formulated with TOWS matrix model; the low adoption of strategic
alliance as a strategic choice in Nigeria manufacturing firms and extent of change resistance
in firms. The study also showed prospects of TOWS matrix model in Nigeria manufacturing
firms while revealing the challenges to its sustainable application. The conclusion of the
study is that organisational culture, managerial development, comprehensiveness and
scanning of environmental elements and adoption of strategic alliance as a strategic choice
constitute critical imperatives in the application of TOWS matrix model in Nigeria
manufacturing firms. The recommendation of the study include: entrenchment of
organizational change as a deliberate corporate policy; improvement of firm’s awareness and
intensity of adoption of TOWS matrix; and development of firm’s managerial capacity. The
study’s major contribution to knowledge include: the development of an improved version
of TOWS matrix model captioned ‘WEBBED TOWS MATRIX MODEL’.
