Isomorphism in Management of County Governments, Kenya

Abstract

Institutional theory argues that the primary objective of organizational change is formal legitimacy. In other words, organizations adapt their internal characteristics in order to conform with the expectations of the key stakeholders in their environment. In this regard, the promulgation of the Constitution of Kenya (2010) marked a major milestone in the way the country is governed. It stipulated the dispersal of political power and economic resources from the centre in Nairobi to the grassroots in a process known as devolution. As a result, 47 county governments and the Senate were established following the March 4, 2013 General Election as part of the implementation of devolution. Being a new form of governance, many Kenyans had questions concerning what form of management structures the county governments will undertake; will they conform to the structure of national government-Isomorphism or adopt better management systems. The aim of this paper is therefore to study isomorphic pressures in management of the county governments in Kenya. Specifically it seeks to explain why so little change has been observed and way forward. Literature on devolution and isomorphism reveal that county governments are forced to conform to the wishes of national government in a bid to gain their independence since it is the national government which assesses their workings to see whether more functions can be assigned to them. A decade later, marked change has been realized at the grassroots level, albeit with myriad challenges. Although all laws required to give effect to the system of devolved governments are in place and the bills were passed in time, there is need to: strengthen the structures and systems, enhance accountability, conduct more civic education and eradicate corruption in order for county governments to function effectively and efficiently.