Strategic Change Management Practices and Performance of Kenya Vehicle Manufacturers

Abstract

Kenya's motor vehicle assembly industry has been undergoing significant changes in recent years, driven by technological advancements, changing consumer preferences, and regulatory requirements. As a result, motor vehicle assemblers are increasingly faced with the need to strategically manage these changes to enhance their performance and competitiveness in the market. The current study aimed to determine the effect of strategic change management practices on the performance of Kenya vehicle manufacturers. The study offered valuable insights for policymakers on how strategic change affected performance, guiding regulations and incentives for sustainable growth in local assembly. For managers, it highlighted effective changepracticesto boost efficiency and competitiveness. The Government of Kenyacould have used the findings to enhance support for the automotive sector, ensuring better resource allocation, training, and partnerships. The research was guided by Kurt Lewin's Model and stakeholder theory. This study employed a case study research design. The study was conducted at Kenya Vehicle Manufacturers (KVM). The participants for this study consisted of senior staff from the Engineering, Manufacturing, Finance, Sales, and After-sales departments, as these areas were directly engaged in the strategic change management processes of the organizations. The interview schedule was used to collect primary data. The qualitative data was analyzed thematically and presented in narratives and prose forms. The study found that leaders who actively support and communicate a clear vision for change are crucial in guiding their organizations through transitions. This leadership fosters a culture that embraces change and builds employee confidence, leading to improved overall performance. Transparent and inclusive communication makes employees feel informed and valued, which reduces resistance to change. Moreover, the involvement of stakeholders is crucial. Engaging a diverse group, including employees, suppliers, and customers, promotes collaboration and effective change management. Thisengagementimprovesdecision-making and alignstheorganization’sstrategic objectives with stakeholder expectations. The study recommended that government should enhance its support for the automotive industry through the development of favorable policies that promote strategic change management practices. This includes investing in research and development initiatives that focus on innovation and technology adoption within manufacturers. Additionally, the government should facilitate workshops and training programs aimed at equipping industry players with the necessary skills to navigate change effectively. Managers of Kenya Vehicle Manufacturers should prioritize leadership commitment to change management practices. This involves cultivating an organizational culture that embraces change and empowers employees at all levels