The general objective of the study was to determine the moderating role of competitive strategy on relationship between firm level dimensions and performance of large manufacturing firms in Kenya. The firm level dimensions studied are structure, culture and resources. The study was a cross sectional survey targeting 102 large manufacturing firms. The response rate was 94 firms. The data was analyzed quantitatively using statistical package for social sciences. The findings indicated that competitive strategy has moderating effect on combined effect of organization structure, culture and resources on organizational performance. The study validates contingency and resources based theories. The study results indicated the relevance of contingency theory that an organization performance is dependent to certain independent dimensions. This implies that the theory is relevant and important in understanding what are the key elements that would be instrumental in making a business competitive. The theory can be used as a foundation to understand why different organizations respond in a particular way to varying factors. Additionally supporting resources based theory that firm internal elements are key determinant of performance. The results of the study are important in influencing the government policy. The Kenya Association of Manufacturer through the results obtained is able to advise the organization members adequately. In practice the results of the study have various implications especially at management level. This implies that management should carefully make an objective assessment about the appropriateness of the organization structure, culture and effective utilization of resources.
Keywords: Structure, Resources, Culture, Competitive strategy, Contingency theory, Resources based theory