Effect of Strategic Change Management Practices on Organization Structure Among Airline Operators in Kenya

Abstract

In order to achieve a successful long-term strategy and organizational efficiency, change is an inescapable and constant process that determines the long-term path as well as the organizational effectiveness. Volatility has taken hold in the aviation sector as a result of globalization and internationalization of businesses. Strategic developments by airline operators over the last several years have resulted in an organization structure that allows them to compete in today's global marketplace, Researchers set out to see what impact airline companies in Kenya had as a result of using strategic change management techniques on their organizational structure. Two theories guided the research: Kotter's Eight Stage Model of Organizational Change and Dynamic Capability Theory. The analysis targeted 66 Kenyan airline carriers. Numerous airline operators shown a strong commitment to staff preparation for change and training, whereas communication changes, coaching, and feedback had a substantial influence on strategic change management to a lesser level. The research indicates that effective communication is critical to the success of most firms, and that workers have effectively embraced the suggested change or modifications. To achieve the organization's goals, managers create targets and then teach and develop employees to help them fulfill those objectives. Rules and procedures should be in place to promote full involvement, comprehension, and commitment from employees to the company's mission, vision, and objectives. Change management should be mapped out and prioritized for each industry, according to the report, so that it can remain competitive in the market. Efforts must be made to make Kenyan airlines more competitive by implementing structural changes.