Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
CHALLENGES OF IMPLEMENTING STRATEGIC CHANGE ATGREEN FOREST SOCIAL INVESTMENT, HOMA BAY COUNTY, KENYA Organizations experience challenges within their operating environments that force them to adjust their strategies to gain competitive advantage and survive. Organizational change is a constant experience that is faced with a myriad of challenges. The main aim of this study was to determine the challenges of implementing strategic change at Green Forest Social Investment and establish measures put in place to handle the challenges. This study is anchored on contingency and institutional theories. To achieve the research objective, the study was done through a case study and used both primary and secondary data. Primary data was collected through an interview guide. Secondary data was used to triangulate information obtained during interviews. For this study, interviewees included; Managing Director, Senior Manager - Administration and Finance, Senior Manager - Programs and Project Facilitators at Green Forest Social Investment. The research found that GFSI experienced the following challenges in implementing strategic change; weak leadership, poor communication, resistance to change, inadequate planning, complex and rigid organizational structure and unsupportive organizational culture. And that GFSI had instituted the following measures to address the challenges; strategic human resource planning and management, participatory planning, monitoring evaluation and learning system, comprehensive staff capacity building, structured communication and staff performance management and reward systems. The study recommends development of PBO sector management oversight frameworks for responsive regulation, coordination and monitoring of PBOs in management and sustenance of strategic change. Limitations of the study include; the study focused on implementation only leaving out formulation of strategic change, it was limited to a case study and to challenges of implementing strategic change at GFSI and so its outcomes cannot be generalized for other public benefit organizations. The research recommends further study on the challenges of implementing strategic change in PBOs sector in Kenya and how the existing regulatory frameworks in the sector support PBOs to mitigate such challenges to enable researchers compare results between different public benefit organizations and have a broad – based view of such challenges.