Strategic Management Institutionalization and Performance in State-Owned Corporations in Kenya

State-owned corporations (SOCs) have historically faced criticism for inefficiencies, lack of innovation, and poor performance, primarily due to political interference, misaligned strategies, and weak management structures. This study highlights the need for effective institutionalization of strategic management to address these issues. By embedding strategic objectives into daily operations, aligning organizational structures with strategic goals, and ensuring leadership commitment, SOCs can significantly enhance their operational efficiency, effectiveness, and overall performance. The research is grounded in Selznick's Institutional-Based Theory and Penrose's Resource-Based Theory, which explore how external pressures, such as regulatory frameworks and political dynamics, interact with internal resource management to shape strategic management practices. This theoretical framework provides insights into how SOCs can leverage their internal resources, such as leadership and organizational culture, while responding to external institutional demands. A desktop research design was adopted, analysing existing literature and case studies related to strategic management and organizational performance in SOCs.