FACTORS INFLUENCING KNOWLEDGE MANAGEMENT PRACTICES IN THE COMMERCIAL BANKS IN KENYA
DOI:
https://doi.org/10.47941/hrlj.145Keywords:
knowledge management practices, organization culture, organization structure, leadershipAbstract
Purpose: The study sought to determine factors influencing knowledge management practices in the commercial banks in Kenya
Methodology: The study adopted a descriptive survey research design. The population of 44 commercial banks was identified. A sample of 17 banks was chosen using random sampling. A stratified approach was used to select respondents and a total of 85 respondents were surveyed from five departments in each of the 17 banks. Quantitative statistical techniques were used during the analysis to describe and analyze data. The results of the analysis were presented and interpreted in the form of descriptive statistics, as well as inferential statistics.
Results: Regression result indicated that there exists a positive linear relationship between organizational Culture and Knowledge Management practices. Results indicate that there exists a positive linear relationship between organizational structure and Knowledge Management practices. This is evidenced by an odds ratio of 28.988. The relationship is significant as shown by a p value of 0.0113.Results indicated that there was a positive and significant correlation of 0.759 between Information technology and Knowledge management practices. Results indicate that there exists a positive linear relationship between Organization Leadership and Knowledge Management Practices. This is evidenced by a regression coefficient of 125.198. The relationship is significant as shown by a p value of 0.0058.
Unique contribution to theory, practice and policy: The study recommends that commercial banks in Kenya should continue investing in leadership as doing so would improve their knowledge management practices. In addition, commercial banks should adopt more flexible structures that support knowledge acquisition, dissemination and storage. The study advocates that the cultural orientation of the organizations should be such that it supports the perception of knowledge management practices. Furthermore, commercial banks should continue investing in Information technology as doing so would improve the knowledge management practices.
Downloads
References
Asoh D. (2003). The Impact of Knowledge Management Strategies on Organizational Performance, Journal of Knowledge Management, Vol.12 PP.79-93
Bateman Thomas and Snell Scott (2002) Management, Competing in the New Era, 5Th Edition, Mcgraw-Hill Irwin.
Blackler F. (2000). Collective Wisdom, People Management, Sloan Management Review Business Source Elite.
Central Bank of Kenya. (2000). The Banking Survey 1999.
Central Bank of Kenya. (2010). The Banking Survey 2009.
Conger, J. A. and Kanungo, R. (1998).Charismatic Leadership in Organizations, Sage Publications, Thousand Oaks.
Crawford C.(2007) Exploring the Relationship Between Knowledge Management and Transformational Leadership, Fort Hays State University.
Cross, R. and Baird, L. (2000). Technology Is Not Enough: Improving Performance by Building Organizational Memory. Sloan Management Review, Business Source Elite.
Davenport T. and Prusak L. (1998).Working Knowledge. Harvard Business School Press, Boston.
Davenport, T., and De Long, D. (1998). "˜"˜Successful Knowledge Management
Projects".Sloan Management Review.
De Long D. and Fahey L. (2000). Diagnosing Cultural Barriers to Knowledge Management, Academy of Management Executive.
Fahey L. and Prusak L. (1998) Getting Wise to Knowledge Management. Association Management, Business Source Elite.
De Long, D.W. and Seeman, P. (2000). Confronting Conceptual Confusion and Conflict in Knowledge Management.Organizational Dynamics.Business Source Elite.
Drucker, P. (1995). The Information Executives Truly Need. Boston. Harvard Business Review.
Ellis, M. S. and Rumizen, M. (2002). The Evolution of KM at Buckman Laboratories, New York.Knowledge Management Review.
Grant, R. M. (1991). The Resource-based theory of competitive advantage: Implications for strategy formulation.California Management Review
Gray L.R. and Airasian P. (2003). Educational Research; Competencies for Analysis and Applications, Merill Prentice Hall, Pearson Education, New Jersey.
Grover M. and Davenport T. (2002). Managing Knowledge: The Basis of dynamic Theory of the firm.Journal of Strategic Management, Vol 4, PP 481-487.
Gupta, A. K. and Govindarajan, V. (2000). Knowledge Management's Social Dimension: Lessons From Nucor Steel. Sloan Management Review.
Güldenberg S. and Konrath H.(2001), Intelligent Leadership in Knowledge-Based Organizations: An Empirical Study, Vienna University of Economics and Business Administration, Austria, unpublished.
Hill, C. W. and Jones, G. R. (2001).Strategic Management Theory. Boston: Houghton Mifflin Co.
Hislop D.(2005). Knowledge management in organizations, Oxford University Press Inc., New York.
Holowetzki A. (2002) The relationship between knowledge management and organizational culture, University of Oregon, unpublished.
Kipchumba S, Chepkuto K, Magutu P, Bitange R. (2010) Knowledge Management as Source of Sustainable Competitive Advantage, African Journal of Business & Management. Vol 13 No.7, pp 360-3
Krogh V, Ichijo G, and Nonaka, I. (2000).Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation, Oxford University Press, New York.
Lang, J. (2001). Managerial concerns in knowledge management. Journal of Knowledge Management, Vol 10, pp. 43-61
Leidner D., Alavi M. and Kayworth T. (2006). The Role of Culture in Knowledge Management: A Case Study of Two Global Firms. Idea Group Inc, USA
Mizintseva M. and Gerbina T. (2009).Knowledge Management Practice: Application in Commercial Banks. Allerton Press Inc. www.resources.metapress.com
Mohayidin M., Azirawani N., Kamaruddin M and Margono M. (2007).The Application of Knowledge Management in Enhancing the Performance of Malaysian Universities.The Electronic Journal of Knowledge Management, Vol 12, pp. 210-230.
Morey D, Maybury M. and Thuraisingham B. (2002) Knowledge Management, The MIT Press, Massachusetts.
Müller C. and Raich M. (2005), The Ambiguous Relationship of Leadership and Intellectual Capital: Understanding how Intellectual Capital is Developed, The Electronic Journal of Knowledge Management, Vol 2 No7, pp. 67-83
Newman, V. and Chaharbaghi, K. (2000).The Study and Practice of Leadership. Journal of Knowledge Management, Vol 5, pp. 69-96
Nonaka, I. and Takeuchi, H. (1995).The Knowledge-Creating Company. Oxford: Oxford University Press.
O'Dell C. and Grayson C. (2001).If only we knew what we know, New York: Free Press.
Porter, M. E.(1985). Competitive Advantage. New York: Free Press.
Porter, M. E. (1980). Competitive Strategy. New York Free Press
Symon, G. (2000). Information and Communication Technologies and the Network Organization: A Critical Analysis. Journal of Occupational and Organizational Psychology Vol 1, pp17-25.
Skyrme, D. (1998). Know Why, Know How. Information Age.www.kmmagazine.com
Tscoegh L. (2004). Development and Banking Institutions in the Developing Countries, New York: Free Press
Waweru J. and Kalani D (2009) Achieving Competitive Advantage in Banking, African Journal of Business & Management
Zack M., McKeen J. and Singh S. (2009). Knowledge management and organizational performance: an exploratory analysis. Journal of Knowledge Management, Vol 10, pp. 61-9
Downloads
Published
How to Cite
Issue
Section
License
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
