iarjbmIARJBMIARJBM2708-5147https://doi.org/10.47310/iarjbm.2021.v02i01.068Empirical Analysis of Strategic Group Analysis, Resource Based View and Organisational Performance SustainabilityPetersonM.KamauJacksonNdoloMuthiniPhD student, School of Business and Economics, Mount Kenya University,School of Business and Human Resource Development, Rongo University, KenyaA strategic group consists of a set of industry competitors that have similar characteristics to one another. Pursuant to strategic group clustering is the concept of strategic group analysis (SGA). SGA is a management concept which separates companies within the same industry with similar business models, aligned or similar line resources and or a similar strategy combination. SGA in an industry is meant to offer insights to executives so as to effectively determine competitive strategies to increase earnings, market share and the best and most efficient processes.  In conducting SGA, leaders and executives of companies believe that it becomes easier and timelier to react to competitive dynamics which are part of the overall industry whereas enhancing their survival. Common criteria to develop a group involve looking at brand identification issues, cost position, channel selection, outsourcing strategies and operating leverage.  However, this is a subjective view. SGA only, cannot guarantee executives and investors success factors adequate for competitiveness in the ever-turbulent market arena. Various authors argue that competitive strength is guaranteed by a combination of factors and not one. Proponents of Resource Based View (RBV) of the firm articulate that performance differences among firms are largely driven by heterogeneity in resources and other capabilities. As such, it is not the grouping of firms that matter but which firm among the group has resource muscle over others. The explicit consideration of firm’s resources, provides a richer understanding of strategic groups. In the recent past various articles assess the research progress made into strategic groups, with the view to identifying other linkages of strategic management requisite for competitive success. This paper therefore critically undertakes an empirical review on the interrelationships between, strategic group analysis, resource-based view and sustaining organizational performance.