Keseko, Elizabeth K.Tumuti, Joshua2026-01-222026-01-222025-08Keseko, E. K., & Tumuti, J. (2025). Project integration management and performance of building construction projects in Nairobi City County, Kenya. The Strategic Journal of Business & Change Management, 12 (3), 650 – 670. http://dx.doi.org/10.61426/sjbcm.v12i3.3354http://dx.doi.org/10.61426/sjbcm.v12i3.3354https://ir-library.ku.ac.ke/handle/123456789/32196ArticleThis study assessed the effect of project integration management on the performance of building construction projects in Nairobi City County, Kenya. The theoretical framework was anchored in the systems theory, the stakeholder theory, and the Kotter’s eight-step model. The unity of analysis constituted 140 building construction projects across the Nairobi Eastern Boruogh Sub Counties. The study adopted the Yamane formula sampling 104 project managers as respondents selected using the purposive sampling approach. Data was collected using questionnaires. 11 respondents were randomly selected for a pilot study in Embakasi West Sub County to ensure the instruments' reliability and validity. Reliability was measured at 0.721 using Cronbach's Alpha Coefficient. Both descriptive and inferential statistics were employed to identify correlations between the project integration management practices and project performance. Data was analyzed using Statistical Package for Social Sciences (SPSS) Version 28 and results presented in tables and figures. Findings revealed a positive significant relationship between the project integration management practices: stakeholder management, resource management, change management, communication management and the performance of building construction projects in Nairobi City County. The overall linear regression model was a good fit:[(F0.05 (4, 93) = 14.209, p < 0.05), r=0.807, R2=0.65]. The findings established that 65% of changes in the performance of Nairobi City County building construction projects were attributed to variation in project integration management practices employed. The research indicated that most projects were completed within their budgetary provisions and stakeholders were satisfied with the final project outcome. However, there was evident uncertainty as pertains to projects being completed within the set time schedules. The study concluded that project integration management is crucial towards the performance of building construction projects. The study recommended that project managers, project supervisors and all project stakeholders should adopt all project integration management practices to enhance the overall performance of building construction projects and that policymakers should prioritize the development of comprehensive project integration systems and training programs to strengthen project performance. The researcher suggests further research on the impact of technological advancements in project integration management strategies on project outcomes.en