The Role Of Change Management On Information Communication Technology Projects Success In State Corporations In Kenya

ABSTRACT

Current empirical literature suggests that majority of today’s organizations are embracing change to reduce costs, increase competitiveness or growth, and increase efficiency. However, the anticipated change is sometimes not achieved and may also negatively impact the organization’s functional units and its employees. Technology has been proven to be not just a major cause of transformative change in many organizations but also an enabler of change. The adoption of technological advances through various ICT implementations is a factor influencing transformative change in Kenyan State Corporations. This study aimed to determine the role of change management on information communication technology (ICT) project success in State Corporations in Kenya. The specific objectives were; to determine the role of change readiness on ICT project success in State Corporations in Kenya; to establish the role of communication on ICT project in State Corporations in Kenya; to find out the role of employee training on ICT project success in State Corporations in Kenya, and to determine the role of employee feedback on ICT project success in State Corporations in Kenya. The study adopted the High-Reliability Organizations theory, Kotter’s Eight-Step Change Management Model, and Technology Acceptance Model. The study adopted a positivist philosophy and a quantitative approach to data collection. The study focused on Kenyan State Corporations. Purposive sampling method was used to select 14 State Corporations that have successfully implemented ICT projects in the last 6 years. The study used Slovin’s (1960) sampling formulae to determine a sample size of 205 respondents. Thereafter, a stratified random probability sampling was used to determine respondents from two departments; finance and ICT. Structured questionnaires (closed-ended) was used to collect data. The data collected was analysed using the Statistical Package for Social Sciences (SPSS) software. Analysed data was presented using frequency tables. It was established from the study that most changes in the public corporations have been successfully implemented in the last six years and that corporations take care of employees that are adversely impacted by change. Additionally, the managers at the corporations are receptive to feedback and alternative ideas and encourage open communication. Regarding the communication of change management processes, the study established that state corporations have effective mechanisms for informing employees of expected project results and outcomes. It was also established in the study that employees at the state corporation understood the business reasons for the change, the risks of not changing, and the impact of their day-to-day work activities. Concerning ICT project success, the study revealed that the corporations have clear vision and strategies, and the projects they execute are fully supported by the Government. Regression analysis revealed a statistically significant relationship between the variables. It was therefore concluded that the four change management variables examined (i.e. Employee Feedback, Training, Change Readiness, and Communication) significantly influence the success of ICT projects implemented by state corporations. The study established that the execution of these change management practices by the state corporations enabled these organizations to achieve sustainable success in ICT projects implementations.