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    Managing Knowledge in a Knowledge Economy
    (Management Magazine, 2015) Kemboi, Cosmas
    Countries should develop explicit policies on how to utilise knowledge leadership to drive business innovation and competitive advantage.
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    Strategic Utilization of What Organizations Know for Value Creation: the case of Kenyan Financial Regulatory Enterprises
    (Research Gate, 2014) Kemboi, Cosmas; Owino, Edward
    With the increasing uncertainty in business-operating environment in the knowledge-driven economy, organizations should not only know what they know, but know it well for effective strategic utilization. This study sought to find out the extent to which organizations know what they know and whether they strategically utilize that knowledge for value creation. This study used descriptive approach which revealed that organizations know what they know to a great extent but strategically utilizing it to some extent. The respondents gave varying score rates on the extent of strategic utilization of knowing capability especially on the highly tacit knowledge. The study found out that managing knowledge as a strategic asset has not received strategic focus and attention. The study argued that not knowing your critical knowledge in a knowledge driven economy is a serious capability problem. This study was limited to financial regulatory enterprises in Kenya. However, we gave insight that can stimulate discussion and further research on knowing capability and value creation using diverse population in diverse industries
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    Institutionalization of Knowledge Management in Manufacturing Enterprises in Kenya: A Case of Selected Enterprises
    (Research Gate, 2012) Kemboi, Cosmas; Jagongo, Ambrose; Owino, Edward Otieno
    In the fast changing business environment, knowledge has turn out to be the basis of every organization in creating and sustaining competitive differentiation. This study sought to examine factors that influence institutionalization of Knowledge Management (KM) in manufacturing enterprises in Kenya. A sample of 60 senior managers in the three selected manufacturing enterprises revealed that there are two critical factors that influence institutionalization of knowledge management. These factors are organizational practices and technological infrastructure. This paper concludes that the organizational practices have the highest influence and therefore when a comprehensive view is taken in instituting knowledge management practices, organizational practices be considered first and technological infrastructure second.