Strategic Change Management Practices and Performance of Radisson Blu Hotel, Kenya

Abstract

Strategic change management has grown into a scholarly issue in management research with effective strategic change management practices leading to improved firm performance. This study sought to establish the link between strategic change management practices and performance of Radisson BLU Hotel, Kenya. It was based on Lewin's Three-Step Modell by Kurt (1947), Kotter's Eight-Step Change Modell by Kotter (1996), and McKinsey 7-S Framework by Peters and Waterman (1982). The study adopted a case study research design involving an interview guide to collect information from six managers in Radison Blu Nairobi. Content analysis technique was adopted by researcher. The findings showed that strategic management practices led to improved organizational performance. Strategic leadership, strategic communication, strategic resource allocation, and stakeholder engagement had a positive link with organizational performance. The study concludes that the strategic management practices adopted by Radison Blu Hotel are effective. The study recommends that Radison Blu Hotel invests in leadership development programs; foster a culture of innovation and adaptability through strong leadership; ensure transparent and consistent messaging in change management; prioritize resource allocation to high-impact projects; and enhance stakeholder engagement efforts across guests, employees, and investors. Future studies are recommended based on other factors influencing performance, different measures of performance/strategic change management, quantitative data and other organizations.