| dc.description.abstract | Gekonge's study of 54 companies listed in the NSE found that over time the use of the strategic change management practices has increased in the companies listed with the Nairobi Stock Exchange and that it is particularly important to be able to implement new re-engineered processes with a minimum amount of difficulty. Adieri's study of NGOs found that NGOs in Kenya apply strategic change management practices and that there exist managerial differences among the organizations issues of strategic change management. Mbogo's study found that the commercial banks operate in an extremely competitive environment and that they are adopting dynamic strategic change management practices which is a signal that many banks believe they need to perform much better than they currently are.
Issues of strategic change management gained from these studies may not be assumed to explain strategic change management practices at Dr Dobie (K) Ltd which is a vehicle dealing company and the strategic change management practices adopted are likely to differ extremely from those adopted by the organizations covered by the previous studies. The main objective of the study was to determine strategic change management practices adopted by DT Dobie (K) Ltd.
The research design employed in this study was a case study method. This study collected primary data using interview guides which were self administered. The interview guides contained unstructured (open-ended) questions which enabled the researcher collect the respondents' views, background, opinions, hidden motivation, decisions, interests and feelings. This study collected qualitative data from the interview guides administered to the respondents on the strategic change management at DT Dobie after 2004. Content analysis generated qualitative reports which were presented in a continuous prose.
All the respondents projected in the previous chapter to be interviewed were interviewed which makes a response rate of 100%. The commendable response rate was achieved at after the researcher made frantic effort at booking appointments with the respondents despite their tight schedules and making phone calls to remind them of the interview. This study concludes that environmental factors such as competition from firms within the vehicle industry, global economic crisis, political influence and technological advancements influence the strategic change management.
The study further concludes that organizations gain competitiveness by adopting strategic change management which can be favoured by the right combination of academic leadership, operational and strategic management and administration. The study concludes that leadership influences strategic change management in that the board members steered the process and the organizations gain competitiveness by adopting strategic change management which can be favoured by the right combination of leadership.
The study finally concludes that the major challenges of implementing change include lack of understanding arising from lack of documented strategy, mistrust among the employees, lack of finances, some employees being unsure of the strategic change and organization culture. The study recommends that organizations in strategic change management need to streamline their academic leadership, operational and strategic management and administration, adoption of strong financial strategies, innovation and invention strategies.
Keywords: Strategic Change, Practices, D.T.Dobie (K) Ltd, Kenya, Motor Industry. | en_US |
