| Peer-Reviewed

Influence of Change Management on Performance of Airlines in Kenya

Received: 24 April 2021     Accepted: 13 May 2021     Published: 15 July 2021
Views:       Downloads:
Abstract

Change is becoming an ever-present feature of organisational life. However, many change programmes do not achieve their intended outcomes. This study was done to assess the influence of safety management systems (SMS), leadership styles, organisational culture, and regulatory framework on the performance of airlines in Kenya. This study sought to fill this gap. The objective of the study was to determine how change management influences performance of airlines in Kenya. The study adopted a descriptive cross-sectional research design. The population of this study was forty-three airlines in Kenya. Stratified random sampling method was used to draw samples of the cases used for the study. The study used primary data collected using semi-structured questionnaires. The questionnaires were administered to the respondents through the drop and pick methods as well as through emails where meetings were constrained by the Corona virus disease of 2019 (COVID-19) pandemic. Descriptive statistics such as mean and frequency distribution were used to analyse the data. Due to considerable policy and structural changes that have taken place in the Kenyan aviation industry over the period 2009-2019, this study provided an empirical analysis of the impact of these policies on the overall performance of airlines in Kenya. More specifically, the impact of the various components affecting airlines organisational performance were analysed. This study will be relevant to policymakers because it will enable them to identify to what extent the safety management systems, leadership styles, organisational culture, and regulatory framework influence the performance of airlines. In turn, they will be able to effectively plan both short and long-term performance objectives for the development of airlines in the country. The study was limited to the airline industry in Kenya and, therefore, further research is recommended incorporating regional and international airlines as well as being conducted in other sectors of the economy. This study relied on primary data and, therefore, was limited to the responses received through the questionnaires. It only covered airlines in Kenya.

Published in European Business & Management (Volume 7, Issue 4)
DOI 10.11648/j.ebm.20210704.12
Page(s) 105-132
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2021. Published by Science Publishing Group

Keywords

Change Management, Safety Management System, Leadership Styles, Organisational Culture, Regulatory Framework, Performance

References
[1] Vasigh, B., Fleming, K., & Tacker, T. (2016). Introduction to air transport economics: From theory to applications. Routledge.
[2] Koo, T., Halpern, N., Papatheodorou, A., Graham, A., & Arvanitis, P. (2017). Air transport liberalisation and airport dependency: developing a composite index. Journal of Transport Geography, 50, 83-93.
[3] Hiatt, J., & Creasey, T. J (2012). Change management. The people side of change. Prosci Inc.
[4] Muia, C. M. (2015). Change management challenges affecting the performance of employees: a case study of Kenya Airports Authority, Nairobi (Doctoral dissertation, The Management University of Africa).
[5] Terziovski, M. (2010). Research notes and commentaries innovation practice and its performance implications in small and medium enterprises (SMEs) in the manufacturing sector: A resource-based view. Strategic Management Journal, 31 (8), 892-902.
[6] Dicke, C., Holwerda, J., & Kontakos, A. M. (2007). Employee engagement: what do we really know? what do we need to know to take action. Center for Advanced.
[7] Marshak, R. J. (2005). Contemporary challenges to the philosophy and practice of organisation development. Reinventing Organisation Development, 19-42.
[8] Sveningsson, S., & Sörgärde, N. (2019). Managing change in organisations: how, what and why? SAGE Publications Limited.
[9] Nyagah, J. M. (2016). Strategic change management practices adopted by the national government administration department in Kenya (Doctoral Dissertation, University of Nairobi).
[10] Burnes, B., & Bargal, D. (2017). Kurt Lewin: 70 years on. Journal of Change Management, 17 (2), 91-100.
[11] Hudzik, J. K. (2015). Strategic Institutional Partnerships and Comprehensive Internationalisation. Higher Education: Partnerships for the Future. Porto Elizabeth: Unit for Higher Education Internationalisation in the Developing World, 23-39.
[12] Todnem, R. (2005). Organizational change management: a critical review. Journal of Change Manaqement, 5 (4).
[13] Bengat, N. J. (2015). Operations management practices and performance of agricultural non-governmental organizations in Nairobi County (Doctoral dissertation, University of Nairobi).
[14] Fernández-Muñiz, B., Montes-Peón, J. M., & Vázquez-Ordás, C. J. (2015). Relation between occupational safety management and firm performance. Safety Science, 47 (7), 980-991.
[15] Cummings, T. G., & Feyerherm, A. E. (2016). Transformation and Change in Large Systems. Practicing Organization Development: Leading Transformation and Change, 270-284.
[16] Lofquist, E. A. (2011). Doomed to fail: a case study of change implementation collapse in the Norwegian civil aviation industry. Journal of Change Management, 11 (2), 223-243.
[17] Igwe, N. N., Nwokedi, R. C. A., & Udeh, S. N. (2014). An empirical investigation into the impact of change management on selected manufacturing firms in South East Nigeria. International Journal of Business Administration, 5 (1), 53.
[18] Njuguna, E. N., & Muathe, S. M. A. (2016). Critical review of literature on change management on employee’s performance. International Journal of Research in Social Sciences, 6 (3), 9-22.
[19] Remawi, H., Bates, P., & Dix, I. (2014). The relationship between the implementation of a safety management system and the attitudes of employees towards unsafe acts in aviation. Safety Science, 49 (5), 625-632.
[20] Ashford, N., Stanton, H. P., & Moore, C. A. (2015). Airport operations. New York, McGraw Hill.
[21] Hollnagel, E. (2015). Safety-I and safety-II: The past and future of safety management. Farnham: Ashgate.
[22] Maurino, C. D. (2017). Beyond aviation human factors: safety in high technology systems. S. L: Routledge.
[23] Clothier, R. A., & Walker, R. A. (2015). The safety risk management of unmanned aircraft systems. Handbook of unmanned aerial vehicles, 2229-2275.
[24] Stolzer, A. J. (2017). Safety Management Systems in Aviation. S. L.: Garland Science.
[25] Patankar & Taylor J. C (2017). Risk management and error reduction in aviation maintenance. Burlington, VT: Ashgate.
[26] De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behaviour. European Journal of innovation management.
[27] Andersen, J. A. (2016). An old man and the sea of leadership. Journal of Leadership Studies, 9 (4), 70-81.
[28] Winston, B. E., & Patterson, K. (2006). An integrative definition of leadership. International Journal of Leadership Studies, 1 (2), 6-66.
[29] Sethuraman, K., & Suresh, J. (2014). Effective leadership styles. International Business Research, 7 (9), 165.
[30] Groves, K. S., & Larocca, M. A. (2016). An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility. Journal of Business Ethics, 103 (4), 511-528.
[31] Hater, J. J., & Bass, B. M. (1988). Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73 (4), 695.
[32] Doucet, O., Fredette, M., Simard, G., & Tremblay, M. (2015). Leader profiles and their effectiveness on employees’ outcomes. Human Performance, 28 (3), 244-264.
[33] Burns, J. M. (1978). Leadership. New York: Harper & Row.
[34] Rouche, G. E., Baker III, G. A., & Rose, R. R. (1989). Shared vision: transformational leadership in community colleges.
[35] Tajasom, A., Hung, D. K. M., Nikbin, D., & Hyun, S. S. (2015). The role of transformational leadership in innovation performance of Malaysian SMEs. Asian Journal of Technology Innovation, 23 (2), 172-188.
[36] Barbuto, J. E. (1997). Taking the charisma out of transformational leadership. Journal of Social Behavior and Personality, 12 (3), 689-697.
[37] Bass, B. M. (1997). Does the transactional–transformational leadership paradigm transcend organizational and national boundaries? American psychologist, 52 (2), 130.
[38] Smith, T. D., Eldridge, F., & DeJoy, D. M. (2016). Safety-specific transformational and passive leadership influences on firefighter safety climate perceptions and safety behavior outcomes. Safety Science, 86, 92-97.
[39] Toffel, M. W., Short, J. L., & Ouellet, M. (2015). Codes in context: How states, markets, and civil society shape adherence to global labor standards. Regulation & Governance, 9 (3), 205-223.
[40] Ndumia, S. N. (2015). Influence of regulatory framework on performance of building construction projects in Nairobi County, Kenya (Doctoral dissertation, University of Nairobi).
[41] Graham, A., Papatheodorou, A., & Forsyth, P. (2016). Aviation and tourism: implications for leisure travel. Aldershot: Ashgate.
[42] Karungani, W. P., & Ochiri, G. (2017). Effect of policy and regulatory framework on organizational performance: A case of Nairobi County, Kenya. International Journal of Economics, Commerce and Management, 5 (6), 565-573.
[43] Njoya, E. T. (2016). Africa’s single aviation market: the progress so far. Journal of Transport Geography, 50, 4-11.
[44] Civil Aviation Act (2018). Legal notice 126: Operation of aircraft for commercial air transport, 2018. Nairobi: Government Printer.
[45] KCAA (2012). Kenya Civil Aviation Authority Strategic Plan 2013-2017. Kenya Civil Aviation Authority.
[46] Civil Aviation Act (2018). Legal Notice 95: personnel licencing regulations, 2018. Nairobi: Government Printer.
[47] Civil Aviation Act (2018). Legal supplement 92: regulations targeting air operator certification and administration requirements, 2018. Nairobi: Government Printer.
[48] Muturi, P. K. & Bwire, J. F. (2016). Organizational Culture and Customer Perspect Manufacturing Firms in Kenya. International Journal of Advanced Research in Education & Technology (IJARET), 3 (2), 237-240.
[49] Hill, C. W. L., & Jones, G. R. (2009). Strategic Management Theory: An Integrated Approach (9th ed.) OH, Mason: South Western Cengage Learning.
[50] Schein, E. H. (2010). Organizational culture and leadership. John Wiley & Sons.
[51] García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2015). Transformational leadership influence on organisational performance through organisational learning and innovation. Journal of Business Research, 65 (7), 1040-1050.
[52] Jassem, S., Azmi, A., & Zakaria, Z. (2018). Impact of sustainability balanced scorecard types on environmental investment decision-making. Sustainability, 10 (2), 541.
[53] Khantimirov, D. (2017). Market share as a measure of performance: conceptual issues and financial accountability for marketing activities within a firm. Journal of Research in Marketing, 7 (3), 587-592.
[54] Bwire, J. F. (2018). Top management team demographics, corporate strategy, organisational structure and performance of Kenyan state corporations. Nairobi: Unpublished PhD Thesis, University of Nairobi.
[55] Ivo, H., Antonio, C., & Andrea, A. (2019). Sustainability value creation, survival and growth of the company: A critical perspective in the sustainability balanced scorecard (SBSC). Sustainability, 11, 1-19.
[56] Akkermans, H. A., & Van Oorschot, K. E. (2018). Relevance assumed: a case study of balanced scorecard development using system dynamics. In System Dynamics. Palgrave Macmillan, London.
[57] Wanjiku, M. B. (2014). Strategy implementation and the competitive advantage of firms in the airline industry in Kenya. Unpublished MBA Research, University of Nairobi.
[58] KAAO (2020). KAAO members list retrieved from URL: https://www.aviationkenya.org/ member-list/.
[59] Republic of Kenya. (2007a). Kenya Vision 2030 Brochure. Nairobi: Government printers.
[60] IATA, (2019). The Importance of Air Transport to Kenya. Retrieved from https://www.iata.org/contentassets/0fc44e59164d44579f17356da0cc98fd/iata_kenya_report.pdf.
[61] IATA, (2021). Retrieved 11 May 2021, from https://www.iata.org/contentassets/c81222d96c9a4e 0bb4ff6ced0126f0bb/iata-annual-review-2020.pdf.
[62] Kenya National Bureau of Statistics. (2021). Retrieved 11 May 2021, from https://www.knbs.or.ke/?p=5825/.
[63] Kenya, M. (2020). Effects of Novel Coronavirus (COVID-19) on Civil Aviation: Economic Impact Analysis.
[64] AFDB (2012). Africa’s aviation industry: challenges and opportunities. Tunis: African Development Bank Group.
[65] Low, J. M., & Yang, K. K. (2018). An exploratory study on the effects of human, technical and operating factors on aviation safety. Journal of Transportation Safety & Security, 1-34.
[66] Singh, V., Sharma, S. K., Chadha, I., & Singh, T. (2019). Investigating the moderating effects of multi group on safety performance: the case of civil aviation. Case Studies on Transport Policy.
[67] Liphadzi, M., Aigbavboa, C., & Thwala, W. (2015). Relationship between leadership styles and project success in the South Africa construction industry. Procedia Engineering, 123, 284-290.
[68] Fink, A. (2019). Conducting research literature reviews: From the internet to paper. Sage publications.
[69] Rocco, T. S., & Plakhotnik, M. S. (2009). Literature reviews, conceptual frameworks, and theoretical frameworks: Terms, functions, and distinctions. Human Resource Development Review, 8 (1), 120-130.
[70] Ravitch, S. M., & Carl, N. M. (2016). Validity: process, strategies, and considerations. Qualitative research: bridging the conceptual, theoretical, and methodological, 185-214.
[71] Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Sage.
[72] Snyder, W. M., & Cummings, T. G. (1998). Organization learning disorders: conceptual model and intervention hypotheses. Human Relations, 51 (7), 873-895.
[73] ICAO Safety Oversight Manual. (2006). The Establishment and Management of a State’s Safety Oversight System. ICAO.
[74] Guldenmund, F. W. (2000). The nature of safety culture: a review of theory and research. Safety Science, 34 (1-3), 215-257.
[75] Roed-Larsen, S., & Stoop, J. (2012). Modern accident investigation–four major challenges. Safety science, 50 (6), 1392-1397.
[76] Hale, A. R., Heming, B. H. J., Carthey, J., & Kirwan, B. (1997). Modelling of safety management systems. Safety Science, 26 (1-2), 121-140.
[77] Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill.
[78] Waters, R. D. (2015). The role of stewardship in leadership. Journal of Communication Management, 17 (4), 324-340.
[79] Baldwin, R., Cave, M., & Lodge, M. (2015). Regulatory Strategies. Understanding Regulation, 105-136.
[80] Beardsley, S. C., Bugrov, D., & Enriquez, L. (2005). The role of regulation in strategy. The McKinsey Quarterly, 4 (21), 1-6.
[81] Windsor, D. (2016). Corporate social responsibility and irresponsibility: a positive theory approach. Journal of Business Research, 66 (10), 1937-1944.
[82] Doty, D. H., Glick, W. H., & Huber, G. P. (1993). Fit, equifinality, and organizational effectiveness: A test of two configurational theories. Academy of Management Journal, 36 (6), 1196-1250.
[83] Miller, D. 1982. Evolution and revolution: a quantum view of structural change in organizations. Journal of Management Studies 19: 131–51.
[84] Reason, J. T., & Hobbs, A. (2017). Managing maintenance error: a practical guide. Aldershot: Ashgate.
[85] Fernández-Muñiz, B., Montes-Peón, J. M., & Vázquez-Ordás, C. J. (2009). Relation between occupational safety management and firm performance. Safety science, 47 (7), 980-991.
[86] Njeru, L. M. (2018). Effect of safety management system on performance of Kenyan aviation firms (Master's thesis, United Kingdom, 2018). International Journal of Economics, Commerce and Management, United Kingdom, 1 (1), 437-455.
[87] Fleenor, J. W., & Bryant, C. (2002, April). Leadership effectiveness and organizational culture: An exploratory study. In Meeting of the Society for Industrial and Organizational Psychology.
[88] Xenikou, A., & Simosi, M. (2006). Organizational culture and transformational leadership as predictors of business unit performance. Journal of Managerial Psychology.
[89] Bowers, D. G., & Seashore, S. E. (1966). Predicting organizational effectiveness with a four-factor theory of leadership. Administrative Science Quarterly, 238-263.
[90] Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business School Press. Kouzes, J. M, & Posner, BZ (2002). The leadership challenge. San Francisco, CA.
[91] Klein, A. S., Wallis, J., & Cooke, R. A. (2013). The impact of leadership styles on organizational culture and firm effectiveness: An empirical study. Journal of Management & Organization, 19 (3), 241-254.
[92] Vermeeren, B., Kuipers, B., & Steijn, B. (2014). Does leadership style make a difference? linking HRM, job satisfaction, and organisational performance. Review of Public Personnel Administration, 34 (2), 174-195.
[93] Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review, 5 (5), 1-6.
[94] Mureithi, E. W. (2014). The effects of leadership style on organisational performance (A survey of tertiary institutions in Nyeri town). Kenyatta University Repository.
[95] Koech, P. M., & Namusonge, G. S. (2012). The effect of leadership styles on organisational performance at state corporations in Kenya. International Journal of Business and Commerce, 2 (1), 1-12.
[96] Rittberger, B., & Wonka, A. (Eds.). (2012). Agency governance in the EU 27. Abingdon, UK: Routledge.
[97] Kale, S., Eken, M. H., & Selimler, H. (2016). The effects of regulations on the performance of banks: evidence from the Turkish banking industry. Journal of Centrum Cathedra, 8 (2), 109-145.
[98] Jakhu, R. S., Sgobba, T., & Dempsey, P. S. (2011). Need for international space safety regulations. In the need for an integrated regulatory regime for aviation and space (pp. 101-115). Springer, Vienna.
[99] Bamber, G. J., Gittell, J. H., Kochan, T. A., & Von Nordenflycht, A. (2013). Up in the air: how airlines can improve performance by engaging their employees. Cornell University Press.
[100] Kaufman, B. E. (2013). Keeping the commitment model in the air during turbulent times: Employee involvement at Delta Air Lines. Industrial Relations: A Journal of Economy and Society, 52, 343-377.
[101] Nel, P., Nel, L., & du Plessis, A. (2011). Implications for human resources and employment relations practice with regard to the integration of corporate ethics programmes into the culture of organisations. International employment relations review, 17 (2), 55.
[102] Dalziel, J. (2003). Implementing learning design: The learning activity management system (LAMS).
[103] Nadler, D. A., & Tushman, M. (2013). The organization of the future: Strategic imperatives and core competencies for the 21st century. Organizational dynamics, 27 (1), 45-45.
[104] Fedor. B. D. (2009). The effects of change and change management on Employee responses: An overview of results from multiple studies. UK.
[105] Jumi, E. P. (2019). The Effect of civil aviation regulations on the growth of the domestic airline industry in Kenya (Doctoral dissertation, Strathmore University).
[106] Thomas, O. O. (2014). Change management and its effects on organizational performance of Nigerian telecoms industries: Empirical Insight from Airtel Nigeria. International Journal of Humanities Social Sciences and Education (IJHSSE), 1 (11), 170-179.
[107] Wanza, S. L., & Nkuraru, J. K. (2016). Influence of change management on employee performance: a case of University of Eldoret, Kenya. International Journal of Business and Social Science, 7 (4), 190-199.
[108] Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods approaches publications. (2nd ed), Thousand Oaks: Sage Publications.
[109] Saunders, M., Lewis, P., & Thornhill, A. (2012). Research Methods for Business Students (6th ed.). Cape Town: Pearson.
[110] Nassaji, H. (2015). Qualitative and descriptive research: data type versus data analysis. Language Teaching Research, 19 (2), 129-132.
[111] Ryan, B., Scapens, R. W., & Theobald, M. (2002). Research method and methodology in finance and accounting.
[112] Ravitch, S. M., & Riggan, M. (2016). Reason & rigor: How conceptual frameworks guide research. Sage Publications.
[113] Mills, J. (2014). Methodology and Methods. Qualitative methodology: a practical guide, 31-47.
[114] Picardi, C. A., & Masick, K. D. (2014). Research methods: designing and conducting research with a real-world focus. Los Angeles: SAGE.
[115] Bryman, A. (2017). Social research methods. Oxford, Oxford University Press.
[116] Mugenda, O. M., & Mugenda, A. G. (2003). Research methodology. Qualitative and Quantitative Methods. Social Science Research: Theory and Principles.
[117] Cooper, D., & Schindler, P. (2014). Business research methods. New York: McGraw-Hill Irwin.
[118] Thornhill, A., Saunders, M., & Lewis, P. (2009). Research methods for business students. Essex: Pearson Education Ltd.
[119] Arain, M., Campbell, M. J., Cooper, C. L., & Lancaster, G. A. (2010). What is a pilot or feasibility study? A review of current practice and editorial policy. BMC medical research methodology, 10 (1), 1-7.
[120] Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16, 297-334.
[121] Cohen, J., & Cohen, P. West, G, & Aiken, L (2003). Applied Multiple Regression/Correlation Analysis. Behavioral Sciences, 3.
[122] Castillo, J. (2008). Research population. available from: http://www.experimentresources.com /research-population.html. [Accessed on 15 April 2011].
[123] Nunnally, J. C. (1994). Psychometric theory 3E. Tata McGraw-hill education.
[124] Zikmund, G. W., Babin, B. J., Carr, C. J., & Griffin, M. (2010). Business Research Methods (8th ed). South-Western: Cengage Learning.
[125] Corbin, J. M., & Strauss, A. L. (2016). Basics of qualitative research: techniques and procedures for developing grounded theory. Los Angeles: SAGE.
[126] Sekaran, U., & Bougie, R. (2016). Research methods for business: A Skill Building Approach (5th ed.). West Sussex: John wiley and sons Ltd.
[127] Ali, A., Namusonge, G., & Sakwa, M. (2016). Effect of firm managerial risk aversion on corporate hedging of listed firms in Nairobi Securities Exchange in Kenya. IJRDO–Journal of Business Management, 2 (7), 45-64.
[128] Dougherty, C. (2010). Introduction to econometrics (3rd ed.). London: Oxford University Press.
[129] Wooldridge, M. (2011). Modern econometrics. New York: McGraw-Hill.
[130] Rubin, A., & Babbie, E. R. (2016). Empowerment series: Research methods for social work. Cengage Learning.
[131] Oluwatayo, J. A. (2012). Validity and reliability issues in educational research. Journal of educational and social research, 2 (2), 391-391.
[132] Field, A. (2009). Discovering statistics using spss third edition.
[133] Garson, G. D. (2012). Testing statistical assumptions. Asheboro, NC: Statistical Associates Publishing.
[134] O’Brien, R. M. (2007). A caution regarding rule of thumb for variance inflation factors, Quality and Quantity. 41: 673-90.
[135] Sekaran U (2006). Research Methods for Business: A Skill Building Approach. India –Wiley.
[136] Agwu, M. O. (2012). Impact of employees safety culture on organisational performance in shell bonny terminal integrated project (BTIP). European Journal of Business and Social Sciences, 1 (5), 70-82.
[137] Tangthong, S., Trimetsoontorn, J., & Rojniruttikul, N. (2015). The effects of HRM practices on firm performance in Thailand's manufacturing industry. Journal for Global Business Advancement, 8 (3), 250-282.
[138] Jani, H., & Balyan, R. K. (2016). Impact of employee perceive HR practices on employee engagement. Journal of Business Management & Social Sciences Research, 5 (9), 258-261.
[139] Shahzad, F., Luqman, R. A., Khan, A. R., & Shabbir, L. (2012). Impact of organizational culture on organizational performance: An overview. Interdisciplinary journal of contemporary research in business.
[140] Wagana, D. M., Iravo, M. A., Nzulwa, J. D., & Kihoro, J. M. (2017). The moderating effects of e-government on the relationship between administrative decentralization and service delivery in county governments in Kenya.
[141] Delautre, S., Eliopoulou, E., & Mikelis, N. (2005). The influence of regulations on the safety record of the Aframax Tankers. Study carried out within the POP&C project, www.pop-c.org.
[142] Bratianu, C., Iordache-Platis, M., & Prelipcean, G. (2016). The role of legislation and organizational culture in shaping academic leadership. In Proceedings of the 12th European Conference on Management, Leadership and Governance (17-23).
[143] Mrope, N. P., Namusonge, G. S., & Iravo, M. A. (2017). Does compliance with rules ensure better performance? An assessment of the effect of compliance with procurement legal and regulatory framework on performance of public procurement in Tanzania. European Journal of Logistics, Purchasing and Supply Chain Management, 5 (1), 40-50.
[144] Gogtay, N. J., & Thatte, U. M. (2017). Principles of Correlation Analysis. Journal of the Association of Physicians of India, 16.
[145] Gujarati, D. N., & Porter, D. C. (2010). Essentials of Econometrics (4th ed.). New York, NY: McGraw-Hill. Irwin.
Cite This Article
  • APA Style

    Benson Mbui Kioko, Joseph Francis Bwire. (2021). Influence of Change Management on Performance of Airlines in Kenya. European Business & Management, 7(4), 105-132. https://doi.org/10.11648/j.ebm.20210704.12

    Copy | Download

    ACS Style

    Benson Mbui Kioko; Joseph Francis Bwire. Influence of Change Management on Performance of Airlines in Kenya. Eur. Bus. Manag. 2021, 7(4), 105-132. doi: 10.11648/j.ebm.20210704.12

    Copy | Download

    AMA Style

    Benson Mbui Kioko, Joseph Francis Bwire. Influence of Change Management on Performance of Airlines in Kenya. Eur Bus Manag. 2021;7(4):105-132. doi: 10.11648/j.ebm.20210704.12

    Copy | Download

  • @article{10.11648/j.ebm.20210704.12,
      author = {Benson Mbui Kioko and Joseph Francis Bwire},
      title = {Influence of Change Management on Performance of Airlines in Kenya},
      journal = {European Business & Management},
      volume = {7},
      number = {4},
      pages = {105-132},
      doi = {10.11648/j.ebm.20210704.12},
      url = {https://doi.org/10.11648/j.ebm.20210704.12},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20210704.12},
      abstract = {Change is becoming an ever-present feature of organisational life. However, many change programmes do not achieve their intended outcomes. This study was done to assess the influence of safety management systems (SMS), leadership styles, organisational culture, and regulatory framework on the performance of airlines in Kenya. This study sought to fill this gap. The objective of the study was to determine how change management influences performance of airlines in Kenya. The study adopted a descriptive cross-sectional research design. The population of this study was forty-three airlines in Kenya. Stratified random sampling method was used to draw samples of the cases used for the study. The study used primary data collected using semi-structured questionnaires. The questionnaires were administered to the respondents through the drop and pick methods as well as through emails where meetings were constrained by the Corona virus disease of 2019 (COVID-19) pandemic. Descriptive statistics such as mean and frequency distribution were used to analyse the data. Due to considerable policy and structural changes that have taken place in the Kenyan aviation industry over the period 2009-2019, this study provided an empirical analysis of the impact of these policies on the overall performance of airlines in Kenya. More specifically, the impact of the various components affecting airlines organisational performance were analysed. This study will be relevant to policymakers because it will enable them to identify to what extent the safety management systems, leadership styles, organisational culture, and regulatory framework influence the performance of airlines. In turn, they will be able to effectively plan both short and long-term performance objectives for the development of airlines in the country. The study was limited to the airline industry in Kenya and, therefore, further research is recommended incorporating regional and international airlines as well as being conducted in other sectors of the economy. This study relied on primary data and, therefore, was limited to the responses received through the questionnaires. It only covered airlines in Kenya.},
     year = {2021}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Influence of Change Management on Performance of Airlines in Kenya
    AU  - Benson Mbui Kioko
    AU  - Joseph Francis Bwire
    Y1  - 2021/07/15
    PY  - 2021
    N1  - https://doi.org/10.11648/j.ebm.20210704.12
    DO  - 10.11648/j.ebm.20210704.12
    T2  - European Business & Management
    JF  - European Business & Management
    JO  - European Business & Management
    SP  - 105
    EP  - 132
    PB  - Science Publishing Group
    SN  - 2575-5811
    UR  - https://doi.org/10.11648/j.ebm.20210704.12
    AB  - Change is becoming an ever-present feature of organisational life. However, many change programmes do not achieve their intended outcomes. This study was done to assess the influence of safety management systems (SMS), leadership styles, organisational culture, and regulatory framework on the performance of airlines in Kenya. This study sought to fill this gap. The objective of the study was to determine how change management influences performance of airlines in Kenya. The study adopted a descriptive cross-sectional research design. The population of this study was forty-three airlines in Kenya. Stratified random sampling method was used to draw samples of the cases used for the study. The study used primary data collected using semi-structured questionnaires. The questionnaires were administered to the respondents through the drop and pick methods as well as through emails where meetings were constrained by the Corona virus disease of 2019 (COVID-19) pandemic. Descriptive statistics such as mean and frequency distribution were used to analyse the data. Due to considerable policy and structural changes that have taken place in the Kenyan aviation industry over the period 2009-2019, this study provided an empirical analysis of the impact of these policies on the overall performance of airlines in Kenya. More specifically, the impact of the various components affecting airlines organisational performance were analysed. This study will be relevant to policymakers because it will enable them to identify to what extent the safety management systems, leadership styles, organisational culture, and regulatory framework influence the performance of airlines. In turn, they will be able to effectively plan both short and long-term performance objectives for the development of airlines in the country. The study was limited to the airline industry in Kenya and, therefore, further research is recommended incorporating regional and international airlines as well as being conducted in other sectors of the economy. This study relied on primary data and, therefore, was limited to the responses received through the questionnaires. It only covered airlines in Kenya.
    VL  - 7
    IS  - 4
    ER  - 

    Copy | Download

Author Information
  • School of Business, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

  • School of Business, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

  • Sections