The impact of technology innovation strategy on the completion of strategic projects in the electric power subsector in Kenya
Keywords:
technology innovation strategy; project execution; project completionAbstract
AbstractThis paper examined the impact of technology innovation strategy on the completion of strategic projects in the electric power subsector in Kenya. Motivated by high cost of large projects planned and implemented but got abandoned or delayed, the study sought to model the relationship between technology innovation strategy and the completion of projects. Employing a mixed method approach, this study collected quantitative data, using structured questionnaire, from targeted managers of corporations in the subsector; and used an interview schedule to collect qualitative data from key informants-representatives of the Ministry of Energy, donors and project contractors. A total of 166 respondents out of the targeted 223 filled the questionnaire. Key informants were interviewed until saturation was reached. Factor analysis was used to test reliability and validity of the variable constructs and to confirm that they were suitable for use to generate useful statistics to inform the study. Utilizing SPSS application, a regression model was used to analyze quantitative data. Qualitative data was analyzed thematically. To test the null hypothesis that technology innovation strategy had no influence on the completion of projects, regression analysis turned out a p-value of –which was less than 0.05 and therefore significant. This meant that the null hypothesis was rejected and the alternative hypothesis that technology innovation strategy influenced project completion was not rejected. Culture was found not to moderate the relationship between technology innovation strategy and project completion. Consequently the study recommended that project implementation agencies increase investments in and prioritize the implementation of technology innovation strategy.
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