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.