Strategic Change Management Practices at Abdul Mullick Associates Limited Consulting Engineers, Kenya
Abstract
The turbulence in the external environment in this fast changing world forces
organizations to engage in strategic changes in a bid to align itself with the external
environment. Organizations alter their business practices, strategies, structure and culture
for competitive advantage through strategy and environmental fit. This research project
sought to determine the strategic change management practices at Abdul Mullick
Associates Limited Consulting Engineers as the main objective. The research design was
a case study that enabled up - close, in – depth and detailed examination of the study as
well as its context. Primary data was mainly gathered through interview of the top and
middle–level management. Data was analyzed using content analysis. The study findings
were that AMA Ltd underwent several strategic changes such as diversification,
technological, people changes respectively, restructuring, change in the board of directors
by including more board members and joint ownership of the company. AMA Ltd
adopted strategic planning, communication, mentorship, edict, training and education,
leadership commitment and involvement to manage the strategic changes. The research
concluded that strategic change management practices are critical for firms undergoing
strategic changes in Kenya’s infrastructural sector because of intense competition from
foreign and local firms and changes in the legal framework. There should be flexibility in
the implementation process to make room for the changes due to the environmental
turbulence. The study recommends that in order to remain competitive in the industry, the
organization should improve its communication strategy to ensure that all the
stakeholders have relevant information during the change process. They should also train
their employees on how to implement strategies effectively. The government should
come up with effective policy of managing funds for infrastructural projects to avoid
delayed funding and payments to engineering firms. On suggestions for further research,
the researcher proposes a similar study through cross sectional survey design of all the
firms in the infrastructure sector in Kenya in order to validly generalize the key findings.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
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