dc.description.abstract | Researchers and practitioners in strategic management are increasingly trying to figure
out why some businesses perform better than others even when they are in the same or
similar business conditions. With the rise of the information-based economy, knowledge
is now seen as the crucial means of generating wealth and prosperity as well as the key
factor in determining whether a corporation will succeed or fail. Establishing the impact
of the operational environment and competitive tactics on the relationship between
knowledge management and performance of retail pharmaceutical companies in Nairobi
County, Kenya, was the study's main goal. Based on the goals of the study, the
hypotheses were created and evaluated. The Dynamic Capabilities Theory (DCT),
Knowledge-Based View (KBV) theory, Environmental Dependence Theory (EDT), and
Resource-Based View (RBV) served as the foundation for the study. The theories were
developed after an assessment of the body of existing literature. The study used a
descriptive research design and positivist mindset. A method of systematic sampling was
used. The 720 retail pharmaceutical companies that are registered in Nairobi City County
made up the study's population. The owner/manager or an equivalent was the primary
responder in 116 retail pharmaceutical businesses in Nairobi County, Kenya that were
included in the study sample. With the aid of semi-structured questionnaires, primary
data was gathered. Both descriptive and inferential statistics were used to analyze the
data. Based on the goals of the study, the hypotheses were created and evaluated. The
study's conclusions demonstrated how knowledge management has a big impact on how
well businesses function. The findings further supported the idea that the operational
environment has a moderating effect on the link between knowledge management and
company performance. The study also discovered that the relationship between
knowledge management and company performance is significantly influenced by
competitive strategies. Last but not least, it was discovered that the combined impact of
knowledge management, operating environment, and competitive tactics on performance
was stronger than their individual influences. The study's findings support the theoretical
claim made by the dynamic capabilities theory, which positioned knowledge
management as a key strategic endeavor that ensures a firm's performance and
competitive advantage. The study strengthens managerial, theoretical, and policy
implications. The operating environment in which a firm runs defines the strategy to be
taken by a firm, influencing performance, according to a theoretical argument that was
applied to this study. The study helps owners and stakeholders of retail pharmaceutical
companies to create policies that support knowledge management in their businesses and
have procedures for putting experience-based knowledge to use. The study suggests that,
in order to achieve the desired performance for retail pharmaceutical firms, owners and
managers must comprehend the environment in which their businesses operate. This will
help them build knowledge management capabilities and come up with the best possible
combination of strategies that are competitive in the market by identifying the knowledge
they have and comparing it with that of its competitors in the given industry to close any
gaps that may exist. | en_US |