Organization–government relationships in sub-Saharan Africa: the emerging public affairs industry in Kenya

Abstract

Purpose

This paper offers grounded insights on organization–government relationships, or the practice of public affairs, in Kenya.

Design/methodology/approach

In-depth interviews were conducted with senior Kenyan practitioners. Interviewees represent national corporations, multinational corporations with offices in Kenya, consulting agencies, parastatal intergovernmental organizations, national government and county governments.

Findings

Results suggest Kenyan public affairs is centered on relationship management, research and intelligence gathering, risk management and strategic communication. Second, while lobbying is a tactic, it is not synonymous with the broader scope of public affairs strategy. Third, the absence of educational training, a professional body to oversee the profession and the perception of public affairs as “bribery” are threats to the profession's growth.

Research limitations/implications

Findings should not be interpreted to represent “Africa's public affairs industry,” rather a snapshot of the profession contextualized in Kenya.

Practical implications

Kenya needs a professional body to manage the public affairs profession at a national level. It also needs an established curriculum in its higher education environment. Lastly, as one of the fastest growing markets in the world, understanding the public policy environment will benefit multinational organizations looking to expand and operate in Kenya.

Originality/value

This study contributes diverse and inclusive insights on the practice of public affairs in a leading economic and political actor in sub-Saharan Africa. It also expands organization–public relationship theory to articulate engagement with governmental stakeholders.

Citation

Kiambi, D., Arceneaux, P. and Golan, G. (2023), "Organization–government relationships in sub-Saharan Africa: the emerging public affairs industry in Kenya", Journal of Communication Management, Vol. 27 No. 4, pp. 433-450. https://doi.org/10.1108/JCOM-07-2022-0093