Knowledge Management Capabilities and Performance of International Humanitarian Organizations in Kenya
Onyango, Deborah A
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In the present dynamic business environment, Knowledge has taken centre stage as a valuable resource for firms, the most unique feature being that this knowledge is embedded in the minds of the workers within the firms. More so, the management of knowledge is considered important in the formation and transfer of organization’s intellectual assets. Due to the rapid development of information technology, the increased search for knowledgeable human resource, and the monotony that exists in humanitarian organizations in Kenya, this study sought to address the following question: What is the influence of KM capabilities on performance of international humanitarian organizations in Kenya? The population of this study comprised of all the 62 international humanitarian organizations operating in Kenya as identified by the Relief web in 2016. Primary data was sought from management using a selfadministered semi structured questionnaire. The quantitative data compiled was analysed using descriptive statistics, using SPSS version 21 and Microsoft excel. The study also used multiple regressions analysis to analyse the data, in order to measure the relationship between the four KM capabilities and the performance of international humanitarian organizations in Kenya. The findings of the study noted that respondents were in agreement that their organizations base their performance on knowledge creation. The research further shows that most respondents agreed that their firm’s continuous learning, training and development is most valued and encouraged. The study then concludes that KM capabilities affect the performance of international humanitarian organizations in Kenya. These KM capabilities include technological advancement, organization structure, organization culture and human resource. Based on the outcome and conclusions, the study recommends that managers of international humanitarian organizations should adopt technology that influences them to identify the locations of specific kinds of knowledge within their firms . The technology used in the organization should facilitate employees from different geographical locations to learn and train as a group from multiple sources and at different points in time. This will be supported by the relevant organization structure, the culture that exists within the organization and most importantly, the workers. This research further recommends that continuous learning, training and development within the firm has to be valued and encouraged, giving emphasis to knowledge creation, and as a result, firms can achieve their objectives.
University of Nairobi
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