Approaches to Change Resistance Management among County Governments in Kenya

Abstract

In 2018, the World Bank reported poor performance among counties in Kenya, citing low absorption rates and sluggish project delivery. This has been attributed to insufficient and late disbursement of funding, but the role of change resistance management has not been examined. The approaches to change resistance management have been addressed by scholars. However, there is limited evidence that county governments utilise these techniques. This paper explored the extent to which Kenya's 47 county governments utilise change resistance management techniques. Using the Social Action Theory as a foundation and a qualitative research design, a systematic assessment of 31 studies undertaken in Kenya's public sector, including 14 on county governments since 2011, was conducted. Thematic analysis of data gathered using a review guide reveals that county governments in Kenya employ agreement and negotiation, coercion, co-optation and manipulation, education and communication, assistance and facilitation, and involvement and participation. The recommendation is for county governments in Kenya to become more actively involved in managing change resistance and to conduct additional research on county governments to strengthen evidence and clarity.