Change management practices at Kenya revenue authority

The prevalent dynamics in the current business environment offers no guarantees. The \nneed for change management within organizations in order for them to survive and \nremain competitive has only increased over the last five decades. To remain competitive, \norganizations must be able to quickly respond to change. Change is a constant feature of \norganizational life and the ability to manage it is seen as a core competence of successful \norganizations. Change management is the application of knowledge, tools and resources \nto leverage the benefits of change. KRA has embraced reliable change management \npractices in its change process and that for KRA to successfully implement change there \nmust be planning, constant communication, training and evaluation of the change \nprocess. This study sought to examine the change management practices adopted by \nKRA and also the challenges of change management in the organization. The study was \nbased on the Resource Based view and Dynamic Capability Theories. The research was \na case study and an interview guide was used to collect data. The data collected was \nanalyzed using content analysis. The study established that there were some changes that \nwere implemented in the organization and the change agents were identified from the \nemployees within the organization. It was also found out that resistance to change was a \nmajor impediment to change coupled with structural constraints. The study recommended \nthat organization should be flexible and organization structural strategy should be linked \nto all departments. It also recommended that all employees and stakeholders should be \ninvolved in change management process.