Effect Of Organizational Culture On Knowledge Management Of Non-governmental Organizations In Nairobi

Abstract

The most strategic resource of a firm is the Knowledge of its people. The degree of performing well greatly relies on the manner in which the people in the organization can generate new knowledge, share knowledge within the organisation, and apply the knowledge to enhance performance. The purpose of this research was to examine the effect of organizational culture on knowledge management of nongovernmental organizations in Nairobi. The specific study objectives were to examine the effect of shared values on knowledge management of non-governmental organizations in Nairobi; to find out the effect of Organizational structure on knowledge management of NGOs in Nairobi; to establish the effect of leadership styles on knowledge management for NGOs and to examine the effect of control systems on knowledge management for non-governmental organizations in Nairobi. The study used a descriptive research design. The target population entailed 84 NGOs in Nairobi County. A questionnaire was employed in data collection from the NGOs. Inferences were drawn using correlation analysis, ANOVA and Multiple regression modelling techniques. Data was cleaned and coded, pretested after which it was analysed using SPSS version 25. Results show that shared values provide guidance for organizational decision making and also provide a kind of ethical compass for organizational action. To strengthen organizational structure, non-governmental organizations in Nairobi had adopted various styles such as transactional, transformational and charismatic leadership styles. Nearly all the NGOs adopted preventive measures such as monitoring and evaluation measures and risk analyses. The study concludes that shared values, strong leadership styles, strong control systems and strong organizational structure have positive significant influence on knowledge management by non-governmental organizations in Kenya. Moving forward management of NGOs must come up with new policies and operating procedures that shape the organisational culture towards the desired direction again. NGO leaders should continually develop their own style of leadership based on factors like experience and personality, as well as the unique needs of their organisation and its organizational culture. NGO need to have strong controlling systems in place, this will facilitate coordination among the departments and employees and consequently provide unity of direction. The NGOs control systems should allow executives to track how well the organization is performing, identify areas of concern, and then take action to address the concerns.