Strategic Change Management Practices, Organizational Culture and Project Implementation of ICT Projects in Kengen, Kenya

Abstract

The implementation of ICT projects is crucial for enhancing operational efficiency, optimizing energy production, and ensuring sustainability. However, despite the strategic importance of ICT adoption, project implementation continues to face significant challenges, leading to delays, cost overruns and suboptimal outcomes. The purpose of this study was to determine the effect of strategic change management practices on project implementation of ICT projects in KenGen and the moderating effect of organizational culture on the relationship between strategic change management practices and project implementation of ICT projects in KenGen, Kenya. This study adopted Kotter’s 8-Step Change Model, Stakeholder theory and Schein’s Organizational Culture Model. The study used positivist paradigm. The present study employed a descriptive research design. The target population of the study included 235 employees at KenGen as at December 2024 Cochran's formula was used to calculate a sample size of 146 employees from various departments at KenGen. The stratified random sampling approach was utilized in the study. The present study employed primary and data that was conducted through the use of a structured questionnaire. A sample of 10% of the sample consisting of total of 15 employees were obtained from Geothermal Development Company was used for pilot study. The data was analyzed using both descriptive and inferential statistics, with the aid of SPSS version 28.0. The study revealed a statistically moderate significant and positive correlation with ICT project implementation (r = .353, p < 0.05). Training and development showed a statistically moderate significant positive relationship with ICT project implementation (r = .431, p < 0.05). Leadership commitment was found to have a positive significant but weaker correlation with ICT project implementation (r = .268, p < 0.05) with ICT project implementation. The R² was 0.351 indicating that 35.1% of the variation in project implementation was explained by the combined effect of stakeholder engagement, training and development and leadership commitment. The study concludes that stakeholder engagement, training and development, and leadership commitment all had a statistically significant effect on the implementation of ICT projects at KenGen PLC. Additionally, organizational culture was found to play a moderating role, amplifying the positive influence of these practices on project implementation. The study recommends enhancing stakeholder engagement processes, investing in continuous employee development, reinforcing visible leadership involvement, and fostering an adaptive organizational culture to optimize project implementation of ICT projects.