AN ASSESSMENT OF THE IMPLEMENTATION OF STRATEGIC CHANGE IN TERTIARY INSTITUTIONS (A CASE OF GOVERNMENT INSTITUTIONS IN THE COAST REGION, KENYA)

Abstract

An analysis of change implementation has often indicated that people tend to resist change especially if not effectively implemented. Major failures are associated with the implementation phase. The general objective of this study was to assess the implementation of strategic change in tertiary institutions; specifically to identify the change implementation pitfalls in tertiary institutions, determine the strategies adopted by tertiary institutions in strategic change implementation and determine the factors that influence the success of strategic change implementation in tertiary institutions. The study adopted the force field theory of driving forces and restraining forces. The population of the study was drawn from the staff and management of two government tertiary institutions in the coastal region of Kenya. A sample size of 102 was targeted; however the real analysis was based on 98 respondents. Data was analyzed using the Statistical Package for Social Scientists version 12. The study revealed that strategic change implementation is a critical phase in change management and institutions should involve all stakeholders and work towards ensuring that the major pitfalls are mitigated and deliberate efforts to enhance the success factors. The realization of the anticipated goals of the implementation of strategic change in tertiary institutions is to a greater extend, however more capacity building on change management is necessary.