Knowledge Management Practices and Performance of Private Security Firms in Nairobi City County, Kenya

Michael Kimanzi Kavate, Dr. Julius Kahuthia, Robert Abayo

Abstract


Knowledge has emerged as a critical asset for organizational success in today’s competitive economy. Private security firms in Nairobi City County operate in an environment of rising client expectations, high staff turnover, and growing demand for reliable service quality, yet their ability to sustain non-financial performance largely depends on effective knowledge management practices. Despite the sector’s importance, limited empirical research has examined how specific knowledge management dimensions influence performance in this industry. This study, therefore, sought to assess the effects of knowledge acquisition and knowledge sharing on the non-financial performance of private security firms in Nairobi City County, Kenya. The study was anchored on the Knowledge-Based View (KBV), which highlights knowledge as a strategic resource. A descriptive survey research design was adopted, targeting 30 private security firms that had operated in Nairobi for more than five years. The population comprised 312 managers, supervisors, administrators, and guards, from which a sample of 94 respondents was selected through simple random sampling. Data were analyzed using both descriptive and inferential statistics. The findings revealed that knowledge acquisition and knowledge sharing had positive and statistically significant effects on non-financial performance. The study concluded that systematic management of knowledge resources is vital for improving non-financial performance in the private security firms. It recommends that firms invest in continuous employee training, promote knowledge-sharing cultures, and design clear frameworks to translate acquired knowledge into actionable strategies.

Keywords: Knowledge Acquisition, Knowledge Sharing, Knowledge Management Practices, Non-Financial Performance.


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