Strategic Change Management Practices in Kenyan Parastatal Organizations

Abstract

In Kenya, parastatal organizations have experienced poor change management in the recent years, which has hindered the realization of sustainability of these parastatals. This5study sought to5determine the5strategic change management5practices in Kenyan parastatal organizations. Specifically, the study adopted strategic communication, strategic leadership, strategic resources and strategic cultural integration as the key strategic change management practices. This study was based on Schein’s organization culture model and resources-based theories. The study adopted a descriptive5research design5was used in this work. This5research targeted 247 parastatals in Kenya. The researcher sampled eight parastatals that had experienced change management in each of the sectors in which they operated. This research utilized primary data sources using an interview schedule where data was gathered through telephone and face to face interviews with the COVID-19 protocols. The schedule contained open ended questions where the interviewees gave their opinions on the various strategic change management practices in the parastatals. The interview schedule was administered to the managers. Thematic analysis was used in analyzing the data in form of content analysis. The study concludes that the Kenyan parastatal organizations adopt strategic leadership, strategic resources and strategic cultural integration as strategic change management practices. The study further concludes strategic leadership, strategic resources and strategic cultural integration influence5change management in5the organizations. The5study also concludes that the5effectiveness of strategic change5management among Kenyan parastatal organizations is heavily influenced by finance as well as its administration. The study recommends that parastatals should adopt strategic change management in order to remain competitive. The parastatals also need to adopt modern technologies which would ensure that the strategic change is easily communicated and the costs relating to strategic changes are reduced. The study also recommend that the top management and the government allocate adequate funds and resources for strategic change in their parastatals. The study also recommends that the culture of relying on the government in decision making should not be part of the strategic change management strategy. Similar research in other organizations is recommended.