Strategic Change Management Practices and Performance of Companies in the Hospitality Industry in Kenya

Abstract

Organisations are environment serving and thus have to align themselves well so as to cope with the ever changing business environment. Their ability to manage and survive change has become increasingly important in an environment characterised by high competition and intensified globalisation of markets. The hospitality industry has faced adverse changes in the recent years than other sectors mainly due to the insecurity issues and political instability in the country that has resulted in many international tourists opting to visit other tourist destinations such as Tanzania. Both the uncertainties as well as the increasing competitive environment, with new hospitality companies, both local and international brands penetrating the Kenyan market have forced organization to critically think of strategic change management practices that will enable them to improve their performance and also create a competitive edge. The implementation of such strategies eventually determine the success or otherwise of the organization. Strategy is about performance and it explains why some organizations succeed and others fail. It is a unifying theme that gives coherence and direction to actions and decisions of an individual or organization. An organization strategic goal is to position optimally in its competitive environment in anticipation of environmental changes.The analysis of a firm‟s strategy involves the interaction between the strategic choice and its environmental context.The environment in which organizations operate is constantly changing with different factors influencing the organizations. This study sought to establish the strategic change management practices adopted by companies in the hospitality industry in Kenya and how these strategies influence on the company‟s performance. In this study, the researcher used both primary and secondary data. Primary data was collected using a research questionnaire that targeted both the middle and top level management. Data was analyzed through Microsoft Excel Spreadsheets and Statistical Package for social science (SPSS). The quantitative data was also analyzed using descriptive statistics such as frequencies, percentages and mean. The study draws conclusions, suggestions and recommendations that would contribute to high success in change management. In addition, the paper highlights areas for further research related to change management.