The Role of Strategic Evaluation and Control in SME Performance: Lessons from Empirical Evidence in Kabwe District

This study investigates the role of strategic evaluation and control (SEC) in the performance of small and medium enterprises (SMEs) in Kabwe District, Zambia. Based on the Resource-Based Theory (RBT) and Dynamic Capabilities Theory (DCT), the research explores how SMEs assess and adjust their strategies over time to align with internal and external environmental changes. A mixed-methods approach was employed, collecting quantitative data from 202 SME owners and managers through structured questionnaires and qualitative data via semi-structured interviews. The findings reveal that strategic evaluation and control positively affect SME performance, particularly in terms of sales, profits, and customer satisfaction. However, qualitative findings indicate inconsistencies and a lack of structured frameworks in implementing evaluation and control processes. The study recommends enhanced training, collaboration, and access to financial resources to improve the strategy evaluation and control mechanisms within SMEs in Kabwe District.