AFFECTING OF ORGANIZATIONAL STRATEGY ON ORGANIZATIONAL PERFORMANCE FOR MEDIA AGENCY IN BANGKOK THAILAND

Abstract

The essential interdependence between organizational strategy and performance is critical for success in the dynamic media landscape. Developing a strategic framework aligned with the agency's mission and vision, incorporating digital transformation, and leveraging local market insights is indispensable. This necessitates cultivating partnerships with influencers and technology providers, utilizing analytics for informed decision-making, and remaining responsive to emerging trends. The strategy's efficacy relies on ongoing monitoring of key performance indicators, ensuring adaptability to evolving audience behaviors and industry dynamics. Effective execution involves talent development, particularly in digital expertise, and fostering a culture of innovation. In the rapidly evolving media industry, a flexible and well-crafted organizational strategy tailored to the agency's context is essential for optimizing performance, maintaining competitiveness, and navigating the intricacies of the media landscape. This study seeks to explore the correlation between organizational strategy and performance in a media agency in Bangkok, Thailand, with a sample size of 300. Statistical analysis, including percentage, mean, standard deviation, Pearson correlation coefficient, and multiple regression, reveals that various factors operate at a high level. Vision and Mission emerge as the most influential, followed by Market and Competitive Positioning, Monitoring and Adaptation, and Strategic Objectives and Goals, all of which are statistically significant. The multiple regression equation indicates that the variables collectively explain organizational performance, the equation is Organization Performance = .419 +.391(Vision and Mission) +.201(Market and Competitive Positioning) +.162(Monitoring and Adaptation) +.137(Strategic Objectives and Goals)