Innovation Practices and Performance of Road Projects at The Kenya National Highways Authority

Abstract

The study investigated the relationship between innovation practices and performance of road projects at the Kenya National Highways Authority (KeNHA). The research had three primary objectives: first, to establish the innovation practices adopted at KeNHA; second, to identify the measures of performance for road projects at KeNHA; and third, to determine the relationship between innovation practices and the performance of these road projects. The study was guided by prominent theoretical frameworks, including the Diffusion of Innovation Theory, the Technology Acceptance Model, and the Unified Theory of Acceptance and Use of Technology. These frameworks provided a robust basis for analyzing the adoption and impact of innovation within this public sector entity. A descriptive-correlational research design was employed for the study. Data was collected through questionnaires administered to 101 KeNHA employees at the headquarters. Primary data was collected, and pretesting was conducted at the Kenya Urban Roads Authority to ensure the reliability and validity of the instruments. Ethical considerations were carefully observed throughout the research process. The findings revealed that KeNHA has adopted various innovation practices across product, process, and organizational domains. These practices significantly impacted project performance, with process innovation demonstrating the strongest effect (β=0.287, p=0.000), followed by organizational innovation (β=0.248, p=0.003) and product innovation (β=0.204, p=0.012). The study also found that government policies significantly intervene in the relationship between innovation practices and project performance at KeNHA, with all innovation types maintaining positive effects (process: β=0.213, p=0.004; organizational: β=0.231, p=0.004; product: β=0.159, p=0.047) when policies were included. Government policies themselves showed a significant positive effect on project performance (β=0.179, p=0.008), indicating their crucial role in mediating and enhancing the impact of innovation practices on project outcomes. The study concludes that innovation practices play a crucial role in enhancing project performance at KeNHA, and that alignment between organizational innovation strategies and the broader regulatory and policy environment is essential for maximizing the impact of innovation on project outcomes. The study recommends that KeNHA should continue to prioritize and invest in innovation practices across product, process, and organizational domains, with a focus on advanced technologies, continuous improvement of systems and processes, and fostering a culture of innovation. The organization should also actively engage with policymakers and regulatory bodies to advocate for policies that support innovation in the road infrastructure sector. Furthermore, KeNHA should establish a robust framework for monitoring and evaluating the impact of innovation practices on project performance, including the development of innovation-specific key performance indicators and regular data analysis to inform strategy and decision-making.