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

Abstract

PurposeThis paper offers grounded insights on organization–government relationships, or the practice of public affairs, in Kenya.Design/methodology/approachIn-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.FindingsResults 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/implicationsFindings should not be interpreted to represent “Africa's public affairs industry,” rather a snapshot of the profession contextualized in Kenya.Practical implicationsKenya 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/valueThis 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.