Determinants of Implementing Strategic Changes in Privately Owned Clubs: A Case Study of Mombasa Sport Club

Abstract

Implementing strategic change requires knowledge on how to harnesses people, processes and technology to achieve a competitive edge.  Understanding of these processes so that the systems designed for the change reflects real work practices and delivers user-focused outcomes enables organizations to appreciate the intended change.  In the current global market which is highly competitive, uncertain, rapidly changing and dynamic, firms worldwide are facing major decisions and challenges in implementation of strategic change. This study seeks to explore the challenges affecting implementation of strategic changes in privately owned clubs with specific reference to Mombasa Sports Club.  Mombasa Sports Club is a privately owned member's sports club which is operates on subscriptions. Over the years it has become necessary that apart from the subscriptions the Club needs to generate more income to run the facility.  The Management of the Club has been implementing certain strategic changes to increase its income without necessarily asking members to pay more subscriptions.  The changes that have so far been implemented include downsizing of the staff base, introduction of new business points such as the barbershop, carwash, outsourcing of ground to members, corporate firms and non-members. This study was guided by four objectives namely, organizational structure, top management commitment and availability of funds. The objectives of the study were tested by hypotheses. The study used the used theories such as theory of change, Kurt Lewin three stage models of change and Prochaska and Diclemente's change theory to strengthen the theoretical review of the study. The study further will use conceptual framework to illustrate the relationship between independent variables and dependent variable. This study will apply descriptive survey research design. The target population will be the members of Mombasa Sports Club. A stratified random sampling technique will be used to select a sample size of 60 respondents. A modified Likert scale questionnaire will be developed divided into three parts. A pilot study was carried out to refine the instrument. The quality and consistency of the study will further be assessed using Cronbach's alpha. Data analysis was performed on a PC computer using Statistical Package for Social Science (SPSS Version 22) for Windows. Analysis was done using frequency counts, percentages, means and standard deviation, regression, correlation and the information generated was presented in form of graphs, charts and tables. The study revealed that organizational structure, top management commitment and availability of funds affect strategic change implementation. The study further revealed that there was a strong correlation between the independent variables and dependent variable. The coefficient of determination was 68.3%. The study recommended that the organizational structure should be lean, and that top management should be allowed to own part of the club and the that the club should source for funds before they implement strategic changes in the club.