Management Strategies and Sustainability of Green Energy Harnessing Projects in Kenya: a Case of Olkaria One Unit Six, Nakuru Kenya
Abstract
As a result of this ever-changing external pressure, businesses are rapidly adopting new
management strategies in order to maintain their economic viability. The primary purpose
of this research was to analyze how the management practices of one Kenyan power
company, Olkaria Kenya, affected the sustainability of green energy harvesting in the
country over the long term. The study set out to answer several questions: what impact
does strategy planning have on the long-term viability of green energy harnessing in
Kenya? how does leadership style affect this? what role does risk management play?
what impact does strategy planning have on the long-term viability of green energy
harnessing in Kenya? all of these questions and more were intended to be answered by
examining the specific case of Olkaria one unit six in Olkaria, Kenya. The resource-based
approach and the stakeholder theory provided the framework for this investigation. This
study used a descriptive research strategy. In all, 180 workers from the Olkaria branch of
the Kenya Electricity Generating Company were included in the analysis. A statistical
technique known as simple random sampling was used to establish the size of the sample
to be used. To gather information, a questionnaire was sent. Cronbach's alpha was used to
determine the degree of reliability. Research relied on both content and facial validity.
Descriptive and inferential statistics were used to examine the information. Both
descriptive and inferential statistics were utilized to summarize and characterize the
research variables. The study found that to a great that there have been no cases for the
misuse or misappropriation of the resources available for green energy harnessing. The
study found that to a great extent that the managers at Olkaria encourage and motivate the
employees to be vocal about their opinions on how to improve green energy harnessing.
The study concluded that more green energy projects are to be undertaken by the
organization. The study also concluded that strategy planning contributes the most to
sustainability of green energy harnessing in Kenya, followed by leadership style. At 5%
level of significance and 95% level of confidence, strategy planning, leadership style, risk
management, and monitoring and control were all significant on sustainability of green
energy harnessing in Kenya. Investment in green energy training for staff members is an
excellent strategy to boost the tactics' widespread acceptance and effective
implementation.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
- Faculty of Arts [657]
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