Browsing by Author "Babu, Bernard Ouma."

Filter results by typing the first few letters
Now showing 1 - 1 of 1
  • Thumbnail Image
    Item
    Knowledge sharing practices and performance of non-governmental organizations in Kenya
    (KCA University., 2025) Babu, Bernard Ouma.
    Abstract A key component of organizational success has been knowledge sharing (KS), particularly for non-governmental organizations (NGOs) operating in Kenya's intricate socioeconomic landscape. Non-Governmental Organizations have over the time played a key role in addressing complex societal issues, advancing sustainable development, and providing humanitarian help. Unfortunately, a lot of Kenyan NGOs have experienced trouble in gathering, disseminating, and using important knowledge, which has had a negative influence on their overall impact and operational effectiveness. Fragmented communication, restricted access to tacit knowledge, underuse of digital tools, and irregular knowledge-sharing practices have been noted to be some of the main obstacles. To improve their flexibility, creativity, and efficacy, NGOs must address these challenges. This study was aimed at looking into the effects of specific knowledge sharing practices on organizational performance in Kenyan international NGOs, including peer networks, social learning, feedback loops, and version control, the goal being to gain insights into the dynamics of these practices in order to enhance cooperation, promote knowledge exchanges, and strengthen operational resilience. Evaluating how information sharing practices affected NGO effectiveness was the general objective which found important for comprehending and improving NGOs' ability to carry out their business objectives effectively while the effectiveness of feedback loops in improving knowledge management procedures, the role of peer networks in promoting the exchange of tacit knowledge, the role of version control in preserving knowledge accuracy, the analysis of social learning initiatives in skill development, and the identification of implementation obstacles and enablers were the specific objectives focused on. Through these objectives, the study intended to evaluate the practices in order to pinpoint knowledge management gaps and strengths that have had direct bearing on sustainability, operational effectiveness, and the socioeconomic impact NGOs have had on the communities they serve. 95 strategically selected knowledge sharing champions, such as departmental managers and subject matter experts, from a total of 1,820 employees at World Vision Kenya, the International Centre of Insect Physiology and Ecology (icipe), and The BOMA Project Kenya were interviewed qualitatively and quantitatively as part of a mixed-methods approach. Because of their distinct but complementary missions in community development, scientific research, and humanitarian help, these organizations were selected to provide a useful cross-section for analysing the dynamics of information sharing in various NGO contexts. While the qualitative study enhanced comprehension of contextual factors, quantitative analysis quantified the connections between KS practices and organizational success. The study found that different knowledge-sharing practices affected organizational performance in various ways. It found out that feedback loops had the strongest effect on how well NGOs in Kenya performed, with an average score of 3.86. This showed that regular communication and ongoing learning helped organizations work better. Social learning was also important, with a mean of 3.73, highlighted the value of informal knowledge sharing among peers for staff growth and new ideas. Peer networks had a similar positive impact, with an average score of 3.74, which indicated that collaboration and the sharing of practical knowledge led to better results. Version control had the lowest mean at 3.67, yet it still played a key role in keeping information accurate and preserving organizational memory, despite challenges like limited digital tools and skills. Feedback loops improved organizational performance by about 15-20% more than version control, underlining their importance for NGOs to adapt and respond to change. Overall, the results showed that sharing knowledge is vital for NGO success in Kenya.