Factors Affecting Implementation of Strategic Knowledge Management in Non-governmental Organizations in Kenya: A Case of Ngos in Narok County, Kenya

Abstract

Knowledge management implementation is the process of fulfilling knowledge management goals, hence achieving the organization's competitive advantage. Past studies on knowledge management in Kenya gives an overview of knowledge management in the country. However, no empirical study has been done to establish factors affecting knowledge management implementation. Therefore, this study sought to establish the factors that affect strategic knowledge management implementation in Non-Governmental Organizations (NGOs) in Kenya with reference to NGOs in Narok County. The study sought to address the following specific objectives; to determine the influence of information technology and organizational leadership on implementation of strategic knowledge management among NGOs in Kenya. The study adopted a descriptive survey research design. The study population comprised of 20 NGOs operating in Narok County, with a population of 680 employees from various levels of management within their respective Organizations. Both stratified and simple random sampling methods were used to sample 240 respondents. This study employed the use of questionnaires as key instrument for primary data collection. Both quantitative and qualitative data were used in this study. Quantitative data was analyzed by descriptive statistics and inferential statistics. The inferential statistics in particular included; regression analysis so as to establish the relationship between dependents and independent variables. Statistical Package for social Science (SPSS) version 20 was used to help in data analysis. The study established that Information Technology is an important aspect in strategic knowledge management. However, the relationship between the two variables has a significant but negative effect on the implementation of strategic Knowledge management in NGOs. It was also noted that organization leadership has an influence on the effectiveness of strategic knowledge management. The results showed that management support to strategic knowledge management then no significant effect in the implementation process of strategic knowledge management among the NGOS. The regression analysis revealed that all the factors considered for the study had a significant correlation and their effect on implementation of strategic knowledge management was more than 70 %.This showed that organizations that wish to have effective implementation of strategic knowledge management must adapt to the four factors as revealed in this study. The study recommended that organizations must ensure that they have an appropriate leadership and adopt appropriate IT systems to enhance the implementation process and also adopt to the various human resource management practices that motivate the employees in enhancing the implementation process on knowledge management.