Effect of Strategic Change Implementation on Organizational Performance: A Case of Kenya Civil Aviation Authority

Abstract

The purpose of this study was to examine the effect of strategic change implementation on the performance of Kenya Civil Aviation Authority in Kenya (KCAA). Its objectives were to; identify the types of strategic changes implemented at KCAA, evaluate performance measures used at KCAA and finally examine the effect of strategic change implementation on performance of KCAA. The study was guided by the Resource-Based View Theory and organizational change model. The descriptive research design was used and quantitative data was collected. The target population included 253 employees working at KCAA headquarters in Nairobi. Stratified random sampling technique was used to select a sample of 76 respondents. Questionnaires were used in data collection which was quantitatively analysed using statistical package for social sciences version 26. Descriptive and inferential statistics were conducted and the analysed data was presented using pie-charts and tables. The study established that all three types of strategic changes including technical change, structural and administrative change had been implemented by KCAA at 85(88.5%), 69(71.9%) and 58(60.4%) respectively. It was also found that to a large extent, strategic change implementation improved customer service, improved revenue collection and increased efficiency in resource utilization. It was established that strategic change implementation affects performance as indicated by the positive correlation coefficients and p values which were less than 0.05 that are statistically significant. It was recommended that public institutions need to continually implement strategic change to enable them cope with the ever-changing operating environment and also serve customers more quickly and efficiently.