MANAGING STRATEGIC CHANGE AT GEOTHERMAL DEVELOPMENT COMPANY IN KENYA

Authors

  • Rebecca Tallam Jepchirchir University of Nairobi
  • Dr. Florence Memba University of Nairobi

DOI:

https://doi.org/10.47672/ijbs.35

Keywords:

Strategic change, geothermal, leadership

Abstract

Purpose: This research project aimed at investigating the management of strategic change at Geothermal Development Company.

Methodology: This study adopted a case study since the unit of analysis was biased to one organization that is GDC. Face to face interviews were carried out.  Permission from the organization was sought and consent from individual heads of divisions was also requested through a formal letter. The data obtained from the interview guide was analyzed qualitatively.

Results: From the study, the researcher found that GDC change management as a critical decision making for the institution. In addition leadership in GDC strongly influences change.

Unique contribution to theory, practice and policy: Management should address the challenge of insufficient resources to facilitate strategy implementation. The management of GDC should also be forecasting on the long term strategic change and minimize creation of short term forecasts that requires change that will not take them to the forecasted long term objectives.

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Author Biographies

Rebecca Tallam Jepchirchir, University of Nairobi

Post graduate student

Dr. Florence Memba, University of Nairobi

Lecturer

References

Aosa E. (2011). Strategic Management within Kenya Firms. DBA Africa Management Review. Vol. 1, No. 1, pp. 25-36

Aosa, E. (1992). An Empirical Investigation of Aspects of Strategy Formulation and Implementation within Large Private Manufacturing Companies in Kenya, Unpublished PHD Thesis, University Of Strath Clyde, Scotland, Feb.

Deloitte and Touche (2003).Taking HR to the next level Consulting.A structured approach to developing and executing an effective HR strategy. http://public.deloitte.com/media/ 0524/ us _bnet taking hrnextlevel_Feb08.pdf

Itami, H. (1987). Mobilising Invisible Assets . Cambridge, MA: Harvard University Press.

Jian, G. (2007), Unpacking Unintended Consequences in Planned Organizational Change: A Process Model, Management Communication Quarterly 21 (1): 5-28.

Kazmi, A. (2002), Business Policy and Strategic Management, 2nd edn., Tata McGraw-Hill Company.

Kotter, J. P. (1995), Leading Change: Why transformation efforts fail, HarvardBusiness Review 73 (2): 59-67.

Kotter, J. P. (1996), Leading Change, Boston, MA: Harvard Business School Press.

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Published

2016-10-11

How to Cite

Jepchirchir, R. T., & Memba, D. F. (2016). MANAGING STRATEGIC CHANGE AT GEOTHERMAL DEVELOPMENT COMPANY IN KENYA. International Journal of Business Strategies, 1(1), 1–9. https://doi.org/10.47672/ijbs.35

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Articles