Continuous Learning and the Implementation of Change Management in Pharmaceutical Firms in Kenya
DOI:
https://doi.org/10.53819/81018102t7070Abstract
In Kenya, the pharmaceutical sector is vital to economic growth and healthcare delivery, making a substantial contribution to GDP and employment. However, it is also a fast-evolving sector that constantly faces challenges related to changes in health policies both within and outside Kenya. Yet, not studies have explored the interplay of continuous learning and change management in this particular sector. Therefore, this study examined how ongoing learning affects the application of change management in Kenyan pharmaceutical companies. Anchored on Lewin's Change Theory, the study employed a descriptive survey design, targeting 1,746 managers drawn from 586 registered pharmaceutical companies. A stratified random sample of 325 managers was surveyed using structured questionnaires, with data analyzed through descriptive statistics and regression to test variable relationships. The findings showed that the successful application of change management was significantly and favourably impacted by continuous learning (R2 =.111, β =.165, p <.01). In particular, continuous learning improved task performance, encouraged skill development, and raised employee satisfaction, all of which are essential for effective change management in organizations. Therefore, to improve organizational resilience and change readiness, pharmaceutical companies should integrate structured learning programmes, support knowledge-sharing platforms, and match leadership practices with continuous learning initiatives.
Keywords: Continuous learning, change management, pharmaceutical firms
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