Strategic Change Management Practises and Organizational Performance: A Case of Agriculture and Food Authority, Nairobi City County, Kenya
Kai, Oscar Shume
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The massive shift in the economy witnessed today is as a result of the volatile and aggressive in the world of doing business. All organizations have felt the impact of these changes leading to some of these organizations being phased out and a number of other factors that have challenged the quality of their services. This has triggered the dire need for change among the public sector organizations. The study aimed at assessing the influence of strategic change management on performance of Agriculture and Food Authority of Kenya. Basically, the focus was on examining the effect of value chain management, technology adoption and strategic alliance on performance. The study was based on Lewin Three-step Change Theory, Stakeholder Theory, Kotter’s 8 –Step Model and Goal Setting Theory. Descriptive survey research design was employed in this study. Targeted population included staff of Agriculture and Food Authority of Kenya at the headquarters and the Directorates based in Nairobi and the total number of respondents comprised of four hundred and ninety-four (494) respondents. The study adopted stratified random sampling then simple random sampling method was used to select the respondents. The sample comprised of 151 respondents. Structured questionnaires were used to collect data. Validity was ensured through the use of content validity and reliability was tested using Cronbach’s alpha coefficient in which the study obtained an alpha value of 0.744. Quantitative data was analyzed using descriptive statistics and presented in tables, figures and charts. Qualitative data was analyzed thematically and presented in narrative form. Regression analysis was carried out to establish the extent to which variables relate to each other. The study established that value chain management, technology adoption and strategic alliance had a positive and significant effect on performance of Agriculture and Food Authority of Kenya. The study concluded on value chain management that an effective implementation of value chain management improves the flow of products and materials through accurate forecasting of sales and demand as well as improved inventory management. The study concluded on technology adoption that adoption of technology is the key to getting the largest return thus improving the performance of the organization and it makes employees more productive as they can get more work done in less time. The study concluded on strategic alliance that strategic alliance allows the organization to penetrate a new market by using the resources and market expertise of the organization that is already captured that market and also provides access to the unique know-how of the organization with which the organization is partnering with. The study recommended on value chain management that the organization should improve its distribution network by reviewing essential parts in its distribution network and try to figure out how the parts work together. The study recommended on technology adoption that the organization should align technology and strategy by establishing the goals they want to achieve and then plan backwards, finding a technology that best supports improved performance. The study recommended on strategic alliance that the organization should understand the strengths and weaknesses of each firm, determine how the alliance fits into their plan and be clear with the reason why they are entering into the partnership and what they expect to gain.