Internal Business Process Metrics, Organizational Performance, and the Moderating Role of Management Support in Ghana’s Energy and Telecom Sectors

This study examines the impact of internal business process metrics on organizational performance in the oil and gas and telecommunications industries of Ghana under the lens of Resource-Based Theory and the Balanced Scorecard. With a mixed-method approach, data from 240 respondents were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results demonstrated that the efficiency of internal processes have a significant impact on profitability (β = 0.62, p < 0.01) and market share (β = 0.58, p < 0.01). On the other hand, the analysis showed an insignificant effect of management support (β = 0.09, p > 0.05) as a moderator, thus indicating that internal efficiency can on its own lead to performance enhancement. These findings point to the necessity of operational excellence, lean management, and technological integration. The implementation of continuous improvement may therefore be negotiated by managers delegating authority to employees. Stakeholders must ensure that their strategic initiatives align with internal processes targeted at sustainable performance improvements among Ghana's core industrial sectors. This encourages organizations to monitor and assess their internal metrics for the purpose of guarding their competitive advantage.