Strategy Implementation Challenges Faced by Nairobi Region Constituencies of the Independent Electoral and Boundaries Commission of Kenya in Electronic Technology
The largest challenge in strategic change is the stage after scheduling; the successful accomplishment of the plan that is required and developed. Therefore, each industry is exposed to the forces of a rapidly shifting aggressive environment, and in the future business executives can anticipate even bigger change and uncertainty. The practical application of scientific and other technological skills and knowledge to the manufacture, processing, supply, and consumption of goods and services has been as fundamental to economic growth and development of countries as it has to large and small firms. The Independent Electoral and Boundaries Commission is established under article 88 of the Constitution of Kenya. The function of the Commission is in conducting or supervising referenda and elections to any elective body or office recognized by the Constitution, and any other elections as prescribed by an Act of Parliament. The problem of implementation of organizational projects in lower and middle income countries is emerging as a main subject of attention from governments, development partners and communities. The study therefore sought to accomplish two objectives by firstly determining the challenges of strategy implementation facing IEBC in its electronic technology and secondly to establish strategies adopted by IEBC in dealing with these challenges. The theoretical foundation of the study was anchored on the diffusion of innovations theory and the resource based view theory. The research study used a case study of Nairobi region with a population of a total of 22 constituencies. An interview guide was used which was analysed by use of content analysis. According to the findings, majority of the interviewees noted the need for them to adjust to the new way of doing things in the organization. The study further found that the IEBC is facing challenges in the implementation of electronic technology in many fronts, but the key concerns that were noted included ineffective leadership, lack of a conducive environment that could have generated ownership of the electronic technology implementation process. The findings also show that the existing tasks and responsibilities were being threatened with changes that the new electronic technology system was to bring, and therefore it became a challenge to most of the employees. The findings also indicate that the level of communication on matters concerning the implementation of the electronic technology was inadequate, and lacked any strategic plan of which the employees were aware of, and therefore the chances of achieving the purposes for which the system was planned became less certain. Environmental factors, both internal and external were noted as important elements in the implementation of the electronic technology, but were not sufficiently factored in. The findings further revealed that in the electronic technology field, the importance of hardware, software, data and procedures ought not to be viewed as a complete package without considering the important role played by human capital in the implementation process. The study, based on the findings, recommends that IEBC develops a mechanism through which management of change is factored as a continuous process in the day to day operations of the institution, and taking into consideration the environmental fluidity as well. Successful implementation of electronic technology requires effective management of change, as such the researcher recommends that it be factored in the strategic planning process prior to implementation of electronic technology, and more importantly engagement of stakeholders both internal and external should be given appropriate consideration as well.
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