THE ROLE OF ENABLER FACTORS ON SUCCESS OF KNOWLEDGE MANAGEMENT IN STATE CORPORATIONS: A CASE OF KENYA WILDLIFE SERVICES
DOI:
https://doi.org/10.47941/hrlj.296Keywords:
Leadership, Technology, Culture, People, Success Of Knowledge Management, and State CorporationsAbstract
Purpose: The objectives of the study which were to determine the effects of leadership, technology, culture, people and knowledge management success as enabler factors in ensuring success of knowledge management in Kenya Wildlife Service. The research also draws on existing studies, frameworks and models that have already identified the factors that potentially affect the success of KM. Meeting the challenges of sustainable development in the 21st century necessitates utilization of vital disciplines like KM in the management of state corporations. The use of KM for sustainable development has shown that effectiveness depends on strategic planning and use of tested models.
Methodology: A review of the literature shows that most models point to enablers that are necessary. Questionnaires were administered through both e- mails and hand delivery. Secondary data was obtained from both published and unpublished records. Questionnaires were tested for both reliability and validity. Qualitative and quantitative techniques were used to analyze data with the assistance of SPSS software program version 21.
Results: A good response rate of 94% was realized. It was established that most of the enabler’s factors indicators have positive impact on success of knowledge management. The study further adopted a regression analysis to determine the relationship between the variables at 5% confidence level of significance. The study findings showed that the four variables had a significant influence on performance of the firm.
Contribution to policy and practice: The study recommended that a similar research should be conducted in a different fields. The findings showed that 74.7 % of the knowledge management success is explained by the four variables that are leadership, culture, technology and people and the remaining 25.3 % can be accounted by the standard error.
Downloads
References
Chang, H. H., & Chuang, S. S. (2011). Social capital and individual motivations on knowledge sharing: Participant involvement as a moderator. Information & management, 48(1), 9-18.
Cheruiyot, C. K., Jagongo, A., &Owino, E. O. (2012). Institutionalization of knowledge management in manufacturing enterprises in Kenya: A case of selected enterprises. International Journal of Business and Social Science, 3(10).
Chien, S. Y., & Tsai, C. H. (2012). Dynamic capability, knowledge, learning, and firm performance. Journal of Organizational Change Management, 25(3), 434-444.
Lai, H. M., & Chen, T. T. (2014). Knowledge sharing in interest online communities: A comparison of posters and lurkers. Computers in Human Behavior, 35, 295-306.
Mohamed, M., Murray, A., & Mohamed, M. (2010). The role of information and communication technology (ICT) in mobilization of sustainable development knowledge: a quantitative evaluation. Journal of Knowledge Management, 14(5), 744-758.
Mugenda, A. G. (2008). Social science research: Theory and principles. Nairobi: Applied.
Mugenda, O., &Mugenda, A. (2003). Research methods: Quantitative and Qualitative methods. Revised in Nairobi.
Nassiuma, D. K. (2000). Survey sampling. Theory and Methods. Nairobi: Nairobi University Press, Pp. 59-61.
Omieno, K. K., &Wanyembi, G. (2012). Managing Knowledge Sharing: Mutual understanding, Strategic Alignment and Contribution of Corporate Intranets in Knowledge Management in Kenyan Public Universities. International Journal of Science and Technology, 2(1).
Omieno, K. K., &Wanyembi, G. (2012). Managing Knowledge Sharing: Mutual understanding, Strategic Alignment and Contribution of Corporate Intranets in Knowledge Management in Kenyan Public Universities. International Journal of Science and Technology, 2(1).
PonnammaDivakaran, P. K., &Nørskov, S. (2016). Are online communities on par with experts in the evaluation of new movies? Evidence from the Fandango community. Information Technology & People, 29(1), 120-145.
Rasula, J., Vuksic, V. B., &Stemberger, M. I. (2012). The impact of knowledge management on organisational performance. Economic and Business Review for Central and South-Eastern Europe, 14(2), 147.
Rehman, A., &Haider, K. (2013). The impact of motivation on learning of secondary school students in Karachi: An analytical study. Educational Research International, 2(2), 139-147.
Sharratt, M., &Usoro, A. (2003). Understanding knowledge-sharing in online communities of practice. Electronic Journal on Knowledge Management, 1(2), 187-196.
Singh Sandhu, M., Kishore Jain, K., &UmiKalthombte Ahmad, I. (2011). Knowledge sharing among public sector employees: evidence from Malaysia. International Journal of Public Sector Management, 24(3), 206-226.
Titi Amayah, A. (2013). Determinants of knowledge sharing in a public sector organization. Journal of knowledge management, 17(3), 454-471.
Tsai, M. T., Chen, K. S., &Chien, J. L. (2012). The factors impact of knowledge sharing intentions: the theory of reasoned action perspective. Quality & Quantity, 46(5), 1479-1491.
Tseng, F. C., &Kuo, F. Y. (2014). A study of social participation and knowledge sharing in the teachers' online professional community of practice. Computers & Education, 72, 37-47.
Wu, Y., & Zhu, W. (2012). An integrated theoretical model for determinants of knowledge sharing behaviours. Kybernetes, 41(10), 1462-1482.
Yan, Z., Wang, T., Chen, Y., & Zhang, H. (2016). Knowledge sharing in online health communities: A social exchange theory perspective. Information & Management, 53(5), 643-653.
Yoo, W. S., Suh, K. S., & Lee, M. B. (2002). Exploring the factors enhancing member participation in virtual communities. Journal of Global Information Management (JGIM), 10(3), 55-71.
Zhang, L., & Zhang, D. (2016). Robust visual knowledge transfers via extreme learning machine-based domain adaptation. IEEE Transactions on Image Processing, 25(10), 4959-4973.
Alavi, M. (2001). Knowledge Management and Knowledge Management system. Journal of Knowledge Management, 98-115.
Boyd, K. (2012). Contingency hypothesis in strategic management. Journal of Management, 67-73.
D, P. (2006). When agents become stewarrds. Journal of Economic Perspectives, 39-43.
Demeester, L. (2005). The role of operations executives in the process of strategy, A contigency Theory. California Management Review, 36-42.
Gibbons, R. (2002). Agency Theory. International Journal of Strategic Management, 46-56.
Govil, R. (2007). Data Management Information. The world of knowledge management, 5-26.
Hick, R. (2006). The five tier Knowledge Management Hierarchy. Journal of Knowledge Management Practice, 19-27.
J.A, P. (2010). Strategic Management,formulation, implementation and control. USA: Irwin Inc.
Liew, A. (2007). Understanding Data, information, knowledge and their interelationships. Journal of knowledge management practice, 102-122.
Malhotra, Y. (2000). Organizational controls as enablers and constraints in successful knowledge management system. The Executives Journal, 5-16.
Ndugo, S. (2007). Indigenous tools of capturing knowledge. Journal of Knowledge Management, 1-19.
Ondari, O. (2007). Enhancing Governance, Performance Effectiveness and capacity. Knowledge management in Africa, 1-15.
Downloads
Published
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.
