Journal managing strategic change for organizational performance

Organizational change has been an issue of growing interest among researchers and practitioners. Management of Strategic Change especially in technology is vital in any organization that wishes to enjoy competitive advantage. The main purpose of this study was to critique the 3 journals by Ibrahim and Robert (2018) looked at managing strategic change of an organization performance; a case study of Nzoia Sugar Company Kenya, Fotis Kitsios and Maria Kamariotou (2017) on strategic change management in public sector transformation; a case of middle manager leadership in Greece and Omari, S. M., Ateka, R. M., & Nyaboga, B. (2013) on the influence of strategic change management practices on organizational performance: A case of the operations of soft drink industries in Western Kenya with reference to managing strategic change and performance of organizations. Specifically the study aimed to examine how managing strategic change enhances performance in organizations. These studies however did not have any outright theories anchoring them. Several research designs were employed including, descriptive survey, postal survey and census study. Ibrahim's study had a lean sample of 44 respondents. The questionnaires and interview schedules were used as data collection instruments in all the studies. Data analysis and interpretation was based on descriptive statistics as well as inferential statistics mainly multi-linear regressions and factor analysis. The findings showed that managing strategic change in organizations is statistically significant in predicting the performance of organizations only if the executive are in support, stakeholders are involved and only if there is commitment from the executives towards the said change. Therefore, managing strategic change does explain any variations in performance of in many organizations.