TECHNOLOGICAL INNOVATIONS AND PERFORMANCE OF THE AGRICULTURAL DEVELOPMENT CORPORATION, KENYA
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Abstract
The business environment is ever changing forcing organizations and individuals to respond adequately if they have to survive. This draws interest to this study on strategic change management (particularly, technological innovations) and performance of the Agricultural Development Corporation. The corporation has been facing constrained performance justifying the need to carry out this empirical research. The objective was to examine the effect of technological innovations on performance of the corporation. The study was guided by the balanced scorecard model and kotter’s theory of change management. Empirical studies touching on technological innovations and performance have been reviewed. An explanatory research design, quantitative methods, and deductive approach were adopted. A census design was employed to obtain the 51 targeted management staff of ADC. A research questionnaire was used to collect pertinent data. The questionnaire was pilot tested with the aim of assessing its validity and reliability. Data collection was conducted physically and through emails. The collected data were analyzed with the assistance of the Statistical Package for Social Sciences. Descriptive as well as inferential statistics were used in data analysis. Before undertaking inferential statistical analysis, relevant diagnostic tests were conducted. The results of the analysis were presented graphically and in tabular form. It was revealed that technological innovations had statistically significant effect on performance of ADC. It was concluded that technological innovations were important tenets of strategic change management with regard to the performance of ADC. In order to enhance its performance, it was recommended that the corporation should consider integrating various innovative technologies. The management staff of ADC should ensure that they were updated with regard to the technological innovations already in place in the organization.
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References
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