This study investigated the relationship between managerial strategic thinking and process performance of paint and coatings manufacturing firms in Rivers State, using organisational (hierarchy) culture as a moderator. It was hypothesized that managerial strategic thinking (systems thinking, divergent thought processing and reflection) do not have significant relationship with process performance (process quality and process innovation); while organizational (hierarchy) culture will not moderate the relationship between the focal constructs. Sixty-nine (69) representatives were selected from 23 manufacturing companies. Data retrieved from 54 useable responses were analyzed using mean, standard deviation, Spearman’s rank order correlation and partial correlation techniques. Results suggested that higher levels of systems thinking, divergent thought processing and reflection are associated with higher levels of process quality and process innovation. Moreover, results indicated that organisational (hierarchy) culture amplifies the process quality benefits of managerial strategic thinking, but reduced the process innovation outcome of the model. It was recommended that the managers should organize trainings on how to identify the critical issues and recognize how actions of a department influence other departments. In addition, Managers should combine a culture that supports standardization, control, conformity and efficiency with another culture that encourage people to take risks and continually acquire new resources, create new challenges, and try new things while prospecting for opportunities.

ORCID ID: 0000-0003-1591-1141