Strategic knowledge management practices and organizational learning in the water sector in Kenya

Abstract

This study examines the impact of strategic knowledge management practices on organizational learning within Kenya's water sector. The following research objectives guided the study; To find out the effect of knowledge creation on organizational learning in the water sector in Kenya. To determine the effect of knowledge storage on organizational learning in the water sector in Kenya. To determine the influence of knowledge application on organizational learning in the water sector in Kenya, and to find out the effect of knowledge transfer on organizational learning in the water sector in Kenya. A descriptive research design was employed, utilizing surveys, interviews, and document analysis to gather insights from employees, managers, and policymakers across Kenya’s water sector. The target population consists of 850 employees drawn from the Ministry of Water, Sanitation and Irrigation, the Water Services Regulatory Board (WASREB), the Water Resources Authority (WRA), Water Service Providers (WSPs), as well as other relevant governmental and non-governmental organizations. A sample of 272 respondents was selected through stratified random sampling, guided by Yamane’s formula. Primary data was collected via structured questionnaires. Pearson correlation and multiple linear regression were done. Data was analysed using SPSS version 26. Tables and figures were used to present results. To examine the relationship between knowledge management and organizational learning, the findings indicated a positive and significant correlation between knowledge creation and organizational learning (r = .594**, p < 0.000), knowledge storage and organizational learning (r = .504**, p < 0.000), knowledge application and organizational learning (r = .534**, p < 0.000), as well as knowledge transfer and organizational learning (r = .543**, p < 0.000). The study concluded that knowledge creation, storage, transfer, and application significantly influence organizational learning. It was recommended that the Kenyan water sector enhance its knowledge management practices by improving knowledge creation, storage, transfer, and application through updated training initiatives, supportive policy frameworks, and the strategic use of digital platforms. Additionally, it was suggested that a similar study be conducted in other sectors in Kenya to assess whether the trends observed in the water sector are unique or reflective of broader industry patterns.