Organizational determinants of knowledge sharing in health research institutions in Kenya

Abstract

The environment in which health research institutions operate is highly dynamic and competitive, requiring these organizations to continually adapt to sustain effective knowledge sharing and improve overall performance. Despite the increased adoption of knowledge management practices, many institutions struggle to optimize knowledge sharing, which in turn impacts research output and collaboration. Against this backdrop, this study aimed to investigate the organizational determinants of knowledge sharing in health research institutions registered with NACOSTI in Kenya. The guiding objectives were to determine how organization culture, staff motivation, technology infrastructure, and top management support affect knowledge sharing. The foundational theoretical frameworks underpinning the study included the Knowledge-Based View, Organizational Learning Theory, Incentive Theory, and Technology Acceptance Model. A mixed-methods research design was adopted. The targeted population consisted of 57 professionals from 15 leading health research institutions in Kenya. Census sampling was employed to include all eligible respondents. Data was collected using structured semi-structured questionnaires. A pilot study involving six respondents was conducted to enhance the feasibility of the research instruments. Reliability and validity of the data collection tools were established using Cronbach’s alpha and expert review, respectively. Ethical clearance was obtained from KCA University and NACOSTI before data collection. Diagnostic tests, including normality, heteroscedasticity, and multicollinearity assessments, were conducted to validate the data for analysis. Quantitative data were analyzed using STATA version 17, generating descriptive statistics (frequencies, means, standard deviations, and percentages) and inferential statistics (correlation coefficients and regression analysis). The strength of the relationship between organizational factors and knowledge sharing showed that technology infrastructure and top management support had the strongest positive correlations. This was followed by staff motivation and organization culture, which had weaker correlations but significant influence at p < 0.05. The regression model indicated that increases in technology infrastructure, top management support, staff motivation, and organization culture lead to significant improvements in knowledge sharing. It was concluded that enhancing technology platforms, strengthening leadership support, motivating staff, and fostering a collaborative organization culture would significantly improve knowledge sharing in health research institutions. The study recommends investing in advanced knowledge management technologies, implementing policy reforms to enhance leadership engagement, developing motivational programs, and fostering environments characterized by trust and open communication.