EFFECT OF TECHNOLOGY ADOPTION ON GREEN PUBLIC PROCUREMENT EFFECTIVENESS IN THE COUNTY GOVERNMENT OF KAKAMEGA, KENYA

IGNATIUS OLANDO BUHERE, DR. CLIVE MUKANZI (Ph.D)

Abstract


The study examined the effect of technology adoption on green public procurement effectiveness in the county government of Kakamega, Kenya. The study employed a descriptive survey research design. The total target population of the study was 162 employees of Kakamega County procurement department. The study sample size was 77 respondents. A simple random sampling technique was used. The study used questionnaires to collect data. The data was collected and fed in statistical packages of social science (SPSS) Version 20 and analyzed by use of descriptive and inferential data analysis technique involving correlation and regression. The study findings indicated that there was a significant relationship between technology adoption and Green Public Procurement effectiveness. The study concluded that organizations were beginning to realize the potential of emerging technologies to change public procurement and that the cost of environmentally friendly goods drives adoption of Green Public Procurement products. The study recommended that companies should formulate and implement a Green Public Procurement policy to support Green Public Procurement initiatives. At the organizational level, management should train and develop staff on Green Public Procurement and its importance. It was hoped that findings enabled organizations to understand better the importance of Green Public Procurement in organization to gain competitive advantage, it acts as source of knowledge to researchers and it helps government in making policies relating to Green Public Procurement.

Key Words: Technology Adoption, Green Public Procurement, County Government of Kakamega 

 

CITATION: Buhere, I. O., & Mukanzi, C. (2019). Effect of technology adoption on green public procurement effectiveness in the county government of Kakamega, Kenya. The Strategic Journal of Business & Change Management, 6 (1), 647 – 660.


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DOI: http://dx.doi.org/10.61426/sjbcm.v6i1.1089

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