ENABLERS OF THE ADOPTION OF SUSTAINABLE PROCUREMENT PRACTICES IN THE KENYAN WATER SERVICE SECTOR IN THE WESTERN REGION.

Abstract

Amid growing environmental concerns, sustainable procurement is vital for integrating environmental, economic, and social considerations in the water sector, where efficient resource management is critical. Regional Water Service Providers in Western Kenya face challenges such as high non-revenue water (43% losses), substandard materials, inaccurate metering, inefficient revenue collection, rising costs, governance issues, funding shortages, and inadequate infrastructure (WASREB, 2023). to evaluate the influence of top management support practices, organizational resource capacity, supplier collaboration, legal and regulatory frameworks on the adoption of sustainable procurement practices in Kenya’s water service sector in the Western Region as well as to evaluate the moderating influence of organizational culture on the relationship between the enablers of the adoption of sustainable procurement practices and the adoption of sustainable procurement practices in Kenya’s water service sector in the Western Region. The study was guided by Triple bottom line theory, resource-based view theory, institutional theory, stakeholder theory and Denison Model. The study applied descriptive cross sectional design. The study targeted 72 management and procurement staff. Data were collected through closed-ended questionnaires piloted in Siaya County, with validity ensured via content and construct checks and reliability confirmed by Cronbach’s Alpha (0.7–0.893). Descriptive (means, standard deviations) and inferential analyses (Pearson correlation, regression) were performed. This study examines the enablers of sustainable procurement adoption by these providers. Specific objectives assess the influence of top management support (R²=0.504, p<0.001), organizational resource capacity (R²=0.320, p<0.001), supplier collaboration (R²=0.330, p<0.001), legal and regulatory frameworks (R²=0.509, p<0.001), and the moderating role of organizational culture (R² change=0.002, p=0.003). Findings reveal that top management support (r=0.708, p=0.001), organizational resource capacity (r=0.565, p=0.000), supplier collaboration (r=0.574, p=0.000), and legal and regulatory frameworks (r=0.715, p=0.000) significantly influence sustainable procurement adoption. Organizational culture moderately strengthens these relationships (adjusted R²=0.601, p<0.001). Recommendations include enhancing leadership commitment, resource allocation, supplier partnerships, legal compliance, and cultural alignment to improve sustainable procurement and service delivery.