STRATEGIC FACTORS INFLUENCING ADOPTION OF KNOWLEDGE MANAGEMENT STRATEGIES IN THE PUBLIC SERVICE IN KENYA

William Kuria Wachira, Dr. Lawrence Odollo

Abstract


The public service institutions are challenged with problems emanating from lack of a central repository of knowledge, loss of knowledge through expertise leaving the without being captured and over reliance on a few subject experts. The main objective of this study was to assess the factors that affect the adoption of knowledge management strategies at the public service in Kenya. The specific objectives of this study were to establish the influence of organizational culture and the influence of staff competencies on the adoption of KM Strategies at public service in Kenya. The study adopted a descriptive case study research design. The study targets 642 employees from four ministries. Proportionate stratified sampling was used in selecting a sample size of 247 respondents. Primary data was collected using structured questionnaires while the secondary data was collected from relevant literature and publications. Piloting was done on 25 respondents (10 percent of the target population). Qualitative data was analysed using descriptive analysis. Regression analysis was also computed to test the relationship between study variables. The study found that organization culture, staff competencies, management support and technology were found to have a positive significant influence on knowledge management strategies. The study recommends that a culture that is supportive of knowledge management systems should be adopted. The ministries should put in place monitoring and evaluation mechanism to assess the effectiveness of the trainings. Also, the management should continue setting the tone and demonstrate that knowledge, and its management, are taken seriously in the organization. This means allocating adequate resources for the maintenance and establishment of new technologies to facilitate social interactions in the organization. This will enhance knowledge management within the organization.

Key Words: Organizational Culture, Staff Competencies, Adoption of KM Strategies


Full Text:

PDF

References


Abdi, K., Mardani, A., Senin, A. A., Tupenaite, L., Naimaviciene, J., Kanapeckiene, L., & Kutut, V. (2018). The effect of Knowledge Management,Organizational Culture and Organizational Learning on Innovation in Automotive Industry. Journal of Business Economics and Management.

Abu-jarad, I. (2015). A Review paper on organizational Culture and Organizational Performance. International Journal of Business and Social Science.

Adan, A. (2016). Effects of Knowledge Management Enablers on Organisational Performance: A Case Study of Kenya Revenue Authority. University of Nairobi, Nairobi.

Arora, E. (2011). Knowledge Management in the Public Sector. Researcher's World Journal of Arts, Science & Commerce, Vol Li.

Asiamah, E. (2018). Assessing the Knowledge Management Capability of the Ghanian Public Sector through the ''BCPI'' matrix: A case study of the value Added Tax (VAT) service.

Aspinwall, W. (2015). An empirical study of the important factors for knowledgeâ€management adoption in the SME sector. Journal of Knowledge Management.

Avelino, K. W., Salles, D. M., & costa, I. d. (2017). Collective Competencies and Strategic People Management:A study carried out in Federal Public Organizations. Journal of Human Resource and Social Management.

Azikiwe, N. (2014). Competencies for successful knowledge management applications in Nigerian academic libraries. International Journal of Library and Information Science.

Badr-al-Din, O. (2016). Critical success Factors for Knowldge Management in Organization: An Empirical Assessment. European Joournal of Humanities and Social Sciences.

Bai, Z., & Dent, D. (2019). Recent land degradation and improvement in China. A Journal of the Human Environment, 38(3), 150–156.

Bedawy, R. E. (2018). Supportive Drivers of Organizational Knowledge Management in Egypt. International Journal of Business and Management.

Buckley, J. W., M. H. Buckley & H. Chiang. (2016). Research Methodology & Business Decisions. National Association of Accountants

Bharati, P., Zhang, W., & Chaudhury, A. (2015). Better knowledge with social media? Exploring the roles of social capital and organizational knowledge management. Journal of Knowledge Management, 19, 456-475. doi:10.1108/JKM-11-2014-0467

Bhattacherjee. (2017). "Social Science Research: Principles, Methods, and Practices".

Boyd, K. (2017). Contingency hypothesis in strategic management. Journal of Management, 67-73.

Bryman, & Bell. (2017). The Ethics of Management Research: An Exploratory Content Analysis. British Journal of Management .

Bryson, J. (2017). Strategic Planning for Public and Nonprofi t Organizations,. San Francisco,CA: Jossey-Bass Publishers,.

Ringle, C., M. (2012). Knowledge Management and Performance of Commercial Banks in Kenya. Kenyatta University.


Refbacks

  • There are currently no refbacks.