Revitalising State-Owned Enterprises through Strategic Alliances: A Performance Analysis of Malawi's Public Enterprises

This study examines the impact of Strategic Alliances (SAs) on the performance of commercial public enterprises in Malawi.Using a descriptive survey design, the research analysed 37 commercial public enterprises through structured questionnaires administered to senior managers.The investigation employed the Resource-Based View, Resource Dependency Theory, Public Interest Theory, and Balanced Scorecard Model as theoretical foundations.Four types of SAs were examined: resource sharing, risk sharing, regulatory compliance, and cost efficiency based partnerships.Regression analysis revealed that SAs explain almost ninety per cent of variance in organisational performance.Regulatory compliance-based alliances demonstrated the strongest impact, followed by risk sharing, cost efficiency and resource sharing alliances.The findings indicate that strategic partnerships significantly enhance public enterprise performance across profitability, market share, growth, and operational efficiency metrics