CORRELATING ORGANIZATIONAL LEARNING IN KNOWLEDGE

MANAGEMENT WITH ORGANIZATIONAL PERFORMANCE OF GERMANY-

FUNDED ORGANIZATIONS IN KENYA

JUNE, 2024
 DECLARATION

Declaration by the Student

This research proposal is my original work and has not been presented for a degree in any other

university or for any other award.

Signature…………………… Date……………………………………

ADM. NO:……………………………………….

Declaration by the Supervisor

We confirm that the work reported in this research proposal was carried out by the candidate
under our supervision.

Name……………………………………………………………………………………..
Lecturer
Rongo University
Signature…………………………………………………………………………………
Date……………………………………………………………………………………….

Name……………………………………………………………………………………..
Lecturer
Rongo University
Signature…………………………………………………………………………………
Date……………………………………………………………………………………….
DEDICATION

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ACKNOWLEDGEMENT

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 ABSTRACT

TABLE OF CONTENTS
DECLARATION...........................................................................................................................ii
DEDICATION..............................................................................................................................iii
ACKNOWLEDGEMENT...........................................................................................................iv
ABSTRACT....................................................................................................................................v
LIST OF TABLES......................................................................................................................viii
LIST OF FIGURES......................................................................................................................ix
LIST OF ABBREVIATIONS.......................................................................................................x
CHAPTER ONE............................................................................................................................1
INTRODUCTION.........................................................................................................................1
1.1 Background of the Study...........................................................................................................1
1.2 Problem Statement.....................................................................................................................6
1.3 Justification................................................................................................................................8
1.4 Research Objectives...................................................................................................................9
1.4.1 Broad Objective......................................................................................................................9
1.4.2 Specific Objectives.................................................................................................................9
1.5 Research Questions....................................................................................................................9
1.6 Significance of the Study.........................................................................................................10
1.7 Limitations of the Study..........................................................................................................11
1.8 Scope of the Study...................................................................................................................11
CHAPTER TWO.........................................................................................................................12
LITERATURE REVIEW...........................................................................................................12
2.1 Introduction..............................................................................................................................12
2.2 Review of Variables................................................................................................................12
2.2.1 Factors that Influence Adoption of Knowledge Management Practices..............................12
2.2.2 Knowledge Management Practices and Organisational Performance..................................13
2.2.2.2 Knowledge Sharing Practices and Organisational Performance.......................................15
2.2.2.3 Knowledge Capturing Practices and Organisational Performance....................................17
2.2.2.4 Knowledge Transfer Practices and Organisational Performance......................................18

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2.2.2.5 Knowledge Utilization Practices and Organisational Performance...................................19
2.2.3 Knowledge Management Implementation Challenges and Organisational Performance....21
2.2.4 Knowledge Management Enhancement Strategies and Organisational Performance..........22
2.3 Theoretical Framework............................................................................................................25
2.3.1 Resource Based View Theory..............................................................................................25
2.4 Conceptual Framework............................................................................................................26
2.5 Summary of Literature Review/Knowledge Gap....................................................................27
CHAPTER THREE.....................................................................................................................29
METHODOLOGY......................................................................................................................29
3.1 Research Philosophy................................................................................................................29
3.2 Research Approach..................................................................................................................29
3.3 Research Design......................................................................................................................29
3.4 Study Variables........................................................................................................................30
3.5 Study Location.........................................................................................................................30
3.6 Target Population.....................................................................................................................30
3.7 Sampling..................................................................................................................................31
3.7.1 Sampling Technique.............................................................................................................31
3.7.2 Sample Size..........................................................................................................................31
3.8 Pretest......................................................................................................................................33
3.9 Validity and Reliability............................................................................................................33
3.10 Data Management..................................................................................................................34
3.10.1 Data Collection Techniques................................................................................................34
3.10.2 Data Collection Procedure..................................................................................................35
3.11 Data Analysis.........................................................................................................................36
3.12 Ethical Considerations...........................................................................................................36
REFERENCES............................................................................................................................37
APPENDICES..............................................................................................................................41
Appendix 1: Introduction Letter....................................................................................................41
Appendix II: Questionnaire...........................................................................................................42
Appendix III: Interview Schedule.................................................................................................54
Appendix IV: Work Plan...............................................................................................................58

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Appendix V: Research Budget......................................................................................................59

LIST OF TABLES

Table 3.1: Target Population.......................................................Error: Reference source not found

Table 3.2: Sample Size................................................................Error: Reference source not found

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 LIST OF FIGURES

Figure 2.1: Conceptual Framework............................................ Error: Reference source not found

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 OPERATIONAL DEFINITION OF TERMS
Competitive Advantage: It is the function of a situation or under those circumstances and conditions that
create favourable gains for an organization to meet its goals better than other organizations in a
similar situation.

Knowledge: Intellectual asset that is abstract in nature that is used to enhance productivity and
performance of an organization. It involves being acquainted and acquire a specific fact
of a subject matter, developing an understanding of the said facts and demonstrating awareness of the
same.

Knowledge Acquisition: It is the process by which an organization actively seeks to get knowledge as an
asset that is used to meet organizational objectives and functions through various strategies as
research, document analysis, reading, training and development and learning experiences of
employees

Knowledge Transfer: The onward transmission of knowledge as an asset to other from one person entity
to others.

Organizational Performance: It is the ability of an entity as an organization to achieve the

organizational objectives in a productive manner, which reflects the organization’s ability to
achieve the desired goals in a dynamic environment

Organizational Environment: This is the milieu that constitutes the operational climate of an
organization

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

The central role kknowledge plays in the various sectors of organizations including the

differential competitive advantage it offers has been studied over time. Kordab et al. (2020) state

that knowledge is an organization's most valuable asset, making good knowledge administration

crucial to their success. The authors further point to the salient need for oorganizations faced

with emerging realities of a fast-paced, highly competitive business environment to efficiently

capture, share, and leverage knowledge in order to meet strategic goals. The importance

knowledge plays in organizations being able to remain ahead of the competition, and to keep up

with industry developments has also been empirically emphasized (Urdea & Constantin, 2021).

Knowledge is a crucial asset and a critical organizational resource (Saeed et al., 2023). It is a

combination of personal judgement, values, competencies, capabilities, know-how, and

techniques (Abubakar et al., 2019). Knowledge management is characterized by knowledge

strategies and processes implemented in the organization to increase the effectiveness and

efficiency of business processes (Atkočiūnienė et al., 2023), achieve knowledge strategy, and

sustain organizational performance (Andrea & Wanyoike, 2024)

According to Mia & Chowdhuary (2021), oorganizations rely on effective management and

knowledge at every stage of the business cycle. Knowledge Mmanagement (KM) systems are

essential foundations for an organization’s overall success formula and strategy execution shows

where an organization excels, survives, or succumbs to external pressures (Twum, 2021). The

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importance of gathering, locating, capturing, and sharing collective knowledge and expertise is

increasing receiving significant attention (Andrea & Wanyoike, 2024). Societies are developing

effective and efficient KM methods to address problems and benefit from opportunities (Tiwari,

2022), making KM increasingly vital. Researchers who studied the relationship between

knowledge management and sustainable organizational performance concluded that

organizations could attain sustainable organizational performance by implementing efficient

knowledge management processes and combining them with organizations’ strategies and

activities (Sudja et al., 2021). Knowledge management (KM) helps organizations to deal with

changes in the business environment. Organizations need to use knowledge in order to improve

their performance and to ensure long-term viability in the current business environment (Uden &

Naaranoja, 2010). The promise of increased organizational performance has contributed to the

development of various aspects of knowledge management (Chua & Lam, 2005). These views

have also contributed to the development of various aspects of KM, but have also emphasized a

lack of holistic view in both practice and scientific literature (Mosconi & Roy, 2013)

Knowledge management is concerned with the entire process of discovering and creating

knowledge, as well as its dissemination and usage. To have a significant competitive advantage,

knowledge is essential. According to Uwa (2022), good KM increases the performance of

companies, whether public or private. Knowledge production is largely a human activity in

which technology may help but cannot replace humans and therefore their ongoing evolution and

progress. Therefore, it is natural to assume that the capacity to develop knowledge and establish

a competitive advantage is critical for any firm that intends to remain relevant and attain a larger,

sustainable market share, since this will provide fantastic results (Bassey et al., 2023). To

achieve meaningful results, performance entails a complicated set of behaviours that integrate

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abilities and knowledge. Each level determines the performance's efficiency, quality, and

effectiveness (Akram and Hilman, 2018).

According to Onyango, (2018) knowledge utilization is the extent to which knowledge is applied

and utilized in decision-making, problem-solving, or innovation processes within the

organization. This can be measured by tracking the number of knowledge-based solutions or

ideas implemented, the impact of knowledge on project outcomes, or the percentage of

employees who report using knowledge resources in their work. Organizational learning is the

ability to learn from past experiences, adapt to change, and continuously improve. This can be

measured by the implementation of feedback mechanisms, the effectiveness of knowledge

transfer during employee on-boarding or transitions, or the organization's ability to apply lessons

learned from previous projects or initiatives (Uwa, 2022). Performance improvement such as

increased productivity, reduced errors or rework, improved customer satisfaction, or enhanced

innovation capabilities ((Valmohammadi, 2014). This proxy assesses the value and effectiveness

of knowledge management in driving organizational outcomes. It's important to note that the

selection of proxies may vary depending on the organization's specific goals, industry, and

knowledge management strategies. Employees’ individual capabilities, skills and experiences

need to be discovered and exploited. Analyzing and understanding of various internal data and

information are vital sources of knowledge that can be exploited. Knowledge can also be

acquired from other members in the external environment like competitors and the public

(Petruzzelli, 2019).

The key role of KM practices is to provide organizations with the functional abilities for the

effective and efficient administration of information and the related resources, that ultimately

lead to the library user’s resolution of problems and good decision-making (Yazdani et al.,

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2020). There are various factors that must be taken into account when examining KM processes

and the rights of the individuals. One needs to be cognizant of the fact that knowledge

acquisition for the library is dependent on institutional broader objectives, and the individual

specific needs of every user, that are subject to the requirements of the library (Tripathy, 2022).

Furthermore, knowledge management practices have positive effects on business strategies, and

must influence the overall attainment of organizational goals positively. Knowledge management

has the objective of administrating available knowledge towards undertaking certain functions

(Eltayeb & Kadoda, 2017).

KM is a significant resource for institutions to gain competitive advantage. Effective KM

practices are required for an organization to attract and retain high-quality staff, gain competitive

advantage, be innovative and develop high standard programs. Studies have shown that

knowledge management practices hav a strong and positive effect on organizational performance

(Chebii & Lewa, 2018; Ongus et al., 2016).

In Kenya, various Non-Governmental Organizations (NGOs) with varying support from different

countries and agencies operate. They target different intervention areas informed by the interests

or regional and global interests of the funding entities. The Government of Germany through the

German Federal Ministry for Economic Cooperation and Development (GFMECD) in

partnerships with the Kenyan Government, a number of NGOs that receive direct funding from

the German Government have been established. They incude; Global Living, Konrad Adenager

Stiftung, DAAD, Leben & Lernen in Kenya, Welthungerhilfe, FES Kenya, German Kenyan

Cooperative Development (GKCD) and Deutsche Gesellschaft für Internationale

Zusammenarbeit (GIZ).

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To be able to determine the success and influence of these organization against their licensed

mandates, various aspects of their operations have to be studied. When it comes to training, there

is evidence that the Government of Germany facilitates rrigorous and intense trainings and

capacity development sessions both locally and internationally. This is aimed at enhance their

knowledge and skills such as on-job training workshops, international staff exchange programs,

career advancement opportunities with the goal of positively impacting on the overall

performance of the NGOs (GIZ Newsletter, 2023; GKCD Newsletter 2022).

This study finds that there is evidence provided through information within the donor literature

that points to intentional efforts aimed at equipping human resource capacities in these

organizations with requisite varieties of knowledge. However, how human and technological

input combine in the management of this knowledge through organizational learning in terms of

acquiring, creating, sharing and converting it into an asset that can catalyse optimum

performance still remains an area not extensively navigated by academic research commitments.

It is from that standpoint that this study is premised.

1.2 Statement of the Problem

Non-Governmental Organizations exist to address specific focus areas in their jurisdictions of

operation. In Kenya these NGOs engage in various projects ranging from food security in

agriculture sector, innovative technologies, improvement of market access, provision of

scholarships for tertiary education and connecting donors with grass roots projects. Others

include promoting democracy and rule of law, fostering international exchange of students and

researchers, provision of development and humanitarian aid and provision of technical and

financial support in various sectors among other critical areas towards improvement of

livelihoods (BMZ Newsletter, 2023). Evidence available has shown that in the execution of their

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mandate, not all the NGOs have succeeded. Some down-scale on projects while others

completely cease operational engagements with their initially targeted populations and sectors.

This is despite the fact that these organizations receive significant financial and logistical support

from the parent country to engage in the various missions of focus. Following this reality, studies

have attempted to establish factors that determine performance and success of these

organizations. However, the focus has been directed at the management of finances received,

lack of co-operation and interference from local political and leadership dynamics. Knowledge

Management as one of the major factors continues to receive selected-variable approaches. Yet,

to succeed, these organizations significantly rely on knowledge of several fundamental variables

that inform their mandate. These include; environments in which they operate, scope, gravity of

situations, cultural mosaics and local human resource. Some of the knowledge required is either

internally generated or externally adopted and tailored to suit organizational situations and

dynamics to be able to assist to leverage performance on empirical data. In all these processes

presence of human and technological factors in differential operations cannot be under-stated.

Yet, their combined synergies in ensuring organizational success have received little empirical

attention through research. This study explores the combined role played by human and

technology-driven factors in the processes of organizational learning aimed at ensuring optimum

organizational performance among Germany-funded NGOs operating in Kenya. .

1.3 Research Objectives

1.3.1 Broad Objective

To determine the role human and technology factors in Knowledge Management play in

organizational performance among German-funded Non-Governmental Organizations in Kenya.

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1.3.2 Specific Objectives

i. To describe the role of human and technological factors in facilitating knowledge acquisition

for improved organizational performance among Germany-funded NGOs in Kenya

ii. To determine the role of technology in the creation of knowledge on organizational

performance among Germany-funded NGOs in Kenya

iii. To assess how adoption of social software in knowledge sharing within the organization is

associated with organizational performance among Germany-funded NGOs in Kenya

iv. To explore how congenial culture in knowledge application is harnessed within the

Germany-funded NGOs in Kenya towards improved organizational performance

1.4 Research Questions

The research questions for the study are given as follows.

1. What role do human and technological factors play in facilitating knowledge acquisition

within the NGOs?

2. What is the role of technology in the creation of organizational knowledge aimed at

steering performance?

3. How is the adoption of social software in Knowledge sharing within the organizations

associated with performance?

4. What is the effect of harnessing congenial culture in knowledge application on

organizational performance?

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1.5 Significance of the Study

Knowledge is increasingly becoming a central player as an economic asset among organizations.

How it is generated, stored and utilized has wide-ranging influences on how organizations,

business or otherwise perform. This study, apart from elaborately examining each knowledge

management variable separately, will provide a synergistic approach and strategy at achieving

organizational productivity emerging from factorial interplay among the different strategies

engendered by both human and technology aided capabilities. This will ensure, measurement of

performance is not biased towards selected factors but on the collective input of all significant

factors, which inform the running of these organizations in terms of knowledge acquisition,

creation, sharing and application.

Based on this study, the NGOs and their funding agencies will be able to make informed choices

on the human resource expertise at senior managerial levels capable of providing constructive

and informed stewardship of knowledge management practices geared towards optimum

organizational performance. The organizations will also be able to find justification in not only

investing in current technological infrastructure to manage all aspects knowledge management

components that serve the primary goals of the organizations making them relevant and

influential. Further, the organization will begin to see the value of investing in organizational

learning activities that cut across the organizational structures and performance strategy.

To both the NGOs, the sectors in which they operate and policy-makers under whose

government departments the NGOs are licensed to operate, the findings of the study will provide

insights into the importance and strategies of creating enabling cultural and operational

environments in terms of values, scope and terms of engagement. With such clarity of
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knowledge, the organizations will align their internal organizational cultures and values in

operations to be sensitive to the existing conditions to avert any actions that could generate

unnecessary conflicts consequently inhibiting progress. Such harmonious blending with

stakeholders will be useful especially in acquiring external knowledge and in return application

of the internally created knowledge to external challenges.

Emerging and already existing businesses, organizations that deal with different issues in society,

institutions that offer academic courses in organizational operations require comprehensive

knowledge derived from research on the salient understanding of acquiring, accessing, storing

and using knowledge to leverage optimum performance and gain influential competitive

advantages. The findings of this study will be an influential addition to the existing knowledge

on Knowledge management strategies and how they influence organizational or institutional

performance.

1.7 Scope of the Study

Given, many different NGOs operate in the Republic of Kenya at any given time. Despite their

sometimes clearly overlapping roles and activities, their funding sources and interests are

diverse. For the purposes of this study, only German Government funded NGOs operating in

Kenya at the time of study will be considered. In addition, only information related to

Knowledge Management strategies and how they it influences organizational performance will

be pursued.

1.8 Limitations of the Study

All the information this study will be seeking is reserved for specific use by the respective

NGOs. Most of it might be classified with the intention of protecting the reputation of the

organizations or ensuring competitive advantage. As a result, there could be cases of

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unwillingness by some organizations or staff/sections within the organizations to share some

categories of data useful to the study. If such instances arise, the researcher will make all effort

to assure the respondents of adherence to ethical principles that attend to confidentiality and use

of information. This will not be dome only verbally, but supported by documentation from

authorizing, accredited and recognized research institutions and departments.

1.9 Justification of study

Traditionally, many studies that aim at determining factors that influence organizational

performance among NGOs have tended to magnify issues surrounding financial management in

terms of accounting vis-a-vis the mandates intended. Political, religious and as well as cultural

persuasions of international NGOs against those of host countries and how they eventually

converge or diverge to ensure success or failure of these organizations has also been given

prominence. Yet, for these organizations to function properly and optimally, they have to rely on

important knowledge of the areas in which they are operating in terms of people, cultures,

religious diversities, political goodwill and need-assessment. A study that endeavours to inform

organizations on the premium of effectively managing knowledge acquired, generated,

developed and how all factors that adjudicate the relationship between the application of the

knowledge with performance is critical. It is this existing gap in knowledge management studies

deliberately aimed at a comprehensive and multidimensional approach that is of concern. Such

an approach appears to be lacking in existing body of organizational Knowledge Management

strategies and which this study proposes to address.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter presents the review of variables on the knowledge management and organizational

performance. The theoretical framework, conceptual framework and the knowledge gaps are also

presented in this chapter. The literature review highlights the importance of knowledge

management strategies in NGOs to enhance performance and innovation. The literature

underscores the need for NGOs to exploit intellectual assets within their workforce, strengthen

organizational culture, and focus on volunteering-based activities and organizational learning

processes. Olimpia (2014) highlighted the significance of knowledge management strategies in

meeting the needs of NGO beneficiaries and donors, emphasizing the use of advanced electronic

systems for monitoring progress and ensuring high-quality services in terms of technology.

Tarekegn (2017) and Gholami et al. (2013) also demonstrated a positive relationship between

knowledge management components particularly of technology and human designs and their

effect on organizational performance in NGOs.

2.2 Review of Variables

2.2.1 Organizational Knowledge acquisition

Gaines (2013) stressed that knowledge acquisition, with its technological tools, has facilitated the

creation, utilization, and access of knowledge in a way that has never been known in this

millennia. Abker et al. (2019) emphasized that knowledge acquisition is crucial for new

knowledge application as it permits replacing the existing content of the explicit and implicit

knowledge possessed by the organization. Bloodgood (2019) stressed that organizations should

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assess knowledge acquisition to attain the necessary knowledge critical for their work processes

and not increase their knowledge application costs caused by the uncritical knowledge acquired.

These studies will be useful in determining the motivation by NGOs operating in Kenya to

acquire new knowledge. The questions to answer will relate to whether the knowledge acquired

is designed to replace existing knowledge or build new configurations from it for better

performance.

Good management strategies for organizations enables the creation of novel knowledge and

allows organizations to improve their competitive advantage (Wahid et al., 2015). According to

Fraihat and Samadi (2017), the “knowledge management process capability” starts with

acquiring knowledge from the organization’s inner and exterior sources. Dehghani and Akhavan

(2017) highlighted that knowledge acquisition is an essential process in institutions because

almost 90 percent of the organization’s knowledge lies in its employees’ minds and should be

stored in the organizational memory. Knowledge acquisition enables organizations to develop

their competencies to create new knowledge and skills and elevate uniqueness and value (Choo,

2013). This study will explore catchment areas for knowledge acquisitions by NGOs in Kenya.

Of particular importance will be to determine whether the tacit knowledge possessed by

employees within this organizations is ever tapped for organizational use. It will be important to

also establish how much such knowledge has contributed to performances among these

organizations.

Raudeliūnienė et al., 2020 opines that knowledge management practice can consist of various

knowledge management processes depending on organization-specific. After interviewing

Lebanese higher education institutions administration, four knowledge management processes –

knowledge acquisition, knowledge storage, knowledge application, and knowledge creation – are

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selected for deeper analysis. These four processes are actively applied in higher education

institutions’ research and teaching activities. Knowledge acquisition refers to organizational

practices and procedures designed to gather information from the organization’s internal and

external sources (Kianto et al., 2016). although the study by Raudeliūnienė and colleagues was

based on institutions of higher learning, it nevertheless provides an sound platform for possible

application to the operations of NGOs and their relevance to stakeholders.

2.2.3 Organizational knowledge creation

The need for knowledge creation has placed role players such as government, academic

institutions and industry at the forefront. According to Reichert (2019), universities have an

important role of knowledge creation and fostering innovation through research and education.

In conducting research, universities are able to draw on different perspectives due to access to

international research. The International Monetary Fund (2021) suggest that innovation is driven

by both applied and basic research. Academic institutions prioritize basic research which

involves the creation of new knowledge which may not necessarily be directly linked to practical

application. It is for this reason that R&D expenditures have traditionally been channeled to

applied research by the private sector (Schlegel & Unesco, 2015). However, basic research

complements applied research through the development of new knowledge and alternative

approaches to the production of goods and services. Therefore, the private sector has up-scaled

expenditures in basic research. Lewis et al. (2021) state that in two of the major innovating

countries, United States and Switzerland, investment spending in basic research grew

significantly between 2012 and 2017 due the realisation that basic research can be a perfect foil

for applied research.

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A number of studies have investigated the effect of scientific knowledge created by universities

on economic growth. These studies are segregated according to their findings and as well as the

techniques employed in order to uncover the gaps in literature. Bertoletti et al. (2022) found

evidence that research publications/output have a positive impact on economic growth through

innovation. However, Pinto and Teixeira (2020) showed that the impact is higher for fields such

as engineering, technology, social sciences and physics.

Similarly, Agasisti and Bertoletti (2020) highlighted that the quality of research publications is

more important in explaining regional economic development compared to the quantity.

Oluwatobi et al. (2020) cautioned that the effect of innovation induced by research publications

is dependent on the quality of institutions. Therefore, in countries with low institutional quality,

innovation has an insignificant effect on economic growth. Kim and Lee (2015) found that

academic publications are not major drivers of economic growth in Asia and Latin American

countries. Instead, technological knowledge in the form of patents is a determinant of economic

growth. A possible explanation is the lack of collaboration between academia and industry which

implies that academic research remains confined to academic institutions and not contributing to

innovation and the production of more sophisticated products.

All these studies have emphasized the place of research in institutional growth. Research in itself

is the foundation of knowledge creation. This study anchors on the premise that if NGOs are to

make positive trajectories in performance and fulfilment of their mandates to stakeholders, then

the most crucial component perhaps would be their deliberate investment in research to be able

to have strategies of creating new knowledge capable of steering them forward. Particularly this

xxii
study sets out to assess the contribution of technology and human factors in this quest for

creation of new knowledge through research.

2.2.4 Social software and knowledge creation

The progress made in digital technologies has allowed the expansion of usage of internet-based

knowledge resources which have become important components that have increased the efficacy

of mobile applications and related devices through internet-based technologies (Pender et al.,

2022). Currently, these digital technologies have expanded the outreach of internet usage and

coverage which allows faster and cost-effective use of knowledge resources and assets in real-

time within the organization (Valentín-Sívico et al., 2023). Concerning that, social software

applications are becoming an important tool for knowledge-sharing strategies within

organizations (Zbuchea et al., 2019). Initially, such applications were ideally meant for social

networking between individuals but creativity and innovative applications have converted them

into tools of knowledge sharing within organizations. In business, these applications have been

modified to study market trends, customize marketing advertisements, and improve

communications. It should be noted that social software increased the strategies in which

knowledge can be shared, where they have become increasingly designed to be interactive tools

where users connect via the internet and share the information, handle, store and currently have

increased their abilities to support video, voice and conferencing online amongst other

advantageous aspects.

In the contemporary era, the progress in digital and information technologies has had a

tremendous effect on the way knowledge is managed in various organizations, by individuals and

corporate entities. Technology affects the improvement in strategies that NGOs may have

applied in the management and sharing of knowledge (Harish, 2024), and its eventual utilization

xxiii
in enhancing organizational performance (Duxler, 2023). Consequent to that, knowledge sharing

enhances organizational productivity and performance through the development of meaningful

cross-team interpersonal collaborations leveraging technologies within the organizational setting.

The human factor in knowledge management is important in assessing the status of KM in

various organizations. It is the core driving force of how that knowledge is acquired and used in

meeting the organizational goals of an NGO. In that case, technology is used as a tool by

knowledge management practitioners as a way of improving efficiency and productivity (Yao et

al., 2024). Technology provides the human factor with the tool that increases productivity in the

way knowledge is used to achieve higher performances by various entities. Increased

productivity is sustainable through knowledge-sharing methods supported by digital

technologies. Human beings are highly facilitated by technological advances to have a better

overview of the information and information quality that is essential for decision-making.

Automation of the KM is only possible through the harnessing of available digital information.

The idea of creativity and innovation is only achievable when organizational culture and learning

allow for skill, knowledge, and competency development of the individuals entrusted with using

organizational knowledge assets to achieve desired results.

Knowledge provides the backbone of the intellectual raw input that is used to make decisions

affecting the operations and productivity of the NGO. It is therefore incumbent upon these

studies to set out and determine how German-funded NGOs in Kenya tap into the use of social

platforms to advance their operational objectives. It is an open fact that many organizations.

However, within the NGO realm, the same principle of human facets that influence the way new

digital and information technologies is partly due to the need to transfer knowledge effectively

within the organization in enhancing organizational performance. While these aspects have been

xxiv
well documented in a survey of available literature relating to business operations in Kenya, it is

not well covered in scholarly discourses on how these applications facilitate knowledge sharing

in the NGO sector from the intra-organizational perspective. This study seeks to explore these

elements and develop a better understanding of the issue from a scholarly dimension and in a

practical way in which it aids the operations of the NGOs in achieving their objectives.

2.2.5 Congenial culture in knowledge application

Organizational culture is closely related to beliefs, policies and ideologies, where promoting

change requires passing actions through an analytical sieve that allows the separation of the

beneficial from the harmful to lay a foundation for strategic change (Antony et.al, 2022).

However, creating culture in an organization is a complex task that requires the total

involvement of its members. The creation of organizational culture may involve members having

to leave their comfort zone and may be rejected in the initial stages; therefore, accompaniment is

needed to root new concepts and eliminate negative behavior patterns and it is vital to constantly

monitor and evaluate progress ( Sindakis et.al, 2022). Teamwork is essential to achieve the

objectives of an organization, and generating spaces to convey ideas and thoughts strengthens the

sense of people’s belonging, which leads to the inference that the core of any organization is

based on the collective behavior of its members, who are governed by the organizational culture,

in which the values, vision and mission are associated ( Pandey & Deepti, 2022)and in which

elements of social sustainability, such as goals and orientation to teamwork and respect and care

of communities, can be evaluated by decision-makers to determine the impact through their

interdependencies ( Irfan et.al, 2022)Research carried out within university organizations reveals

that organizational culture is a dynamic process and that work teams must continually strengthen

xxv
aspects of leadership and organizational commitment (Rifa’I, Fuadi, Supriyanto & Zulaiha,

2022).

Knowledge is a strategic asset that must be managed properly; however, taking advantage of

tacit knowledge and turning it into an accessible form for all is a great challenge because such

action depends on the will of members of organizations to share it, for which bureaucracy,

orientation processes and risk aversion may be limitations in the exchange of knowledge

(Mambo & Smuts, 2022). Exploratory research carried out in Polish public universities reveals

that an adequate organizational culture can facilitate curricular innovations that lead to

institutional innovation, which is possible by maintaining a shared relationship of power and

responsibility, where the discursive patterns that are generated offer innovative solutions that

lead to institutional changes (Molek-Kozakowska & Geisler, 2020). In this context, distinctive

features are reflected and marked by their institutional assignments, where speciality teachers are

oriented to the hierarchical culture and general studies teachers are oriented to the culture clan.

Although the differences in valuation do not have a categorical impact on institutional life, this

can be leveraged to promote innovation and autonomy (Turpo-Gebera, Pérez-Zea, Pérez-Postigo

& Merly, 2021). Furthermore, studies carried out on the intention to rotate and cognitive and

emotional commitment. This commitment is still the object of study within the framework of

organizational culture, for which it is necessary to create supporting organizational policy ( Lata,

Zainal, Jan, & Memon, 2021).

In healthcare organizations, working as a team is necessary for optimal functioning, and a culture

of safety in relation to patient care is part of the organizational culture (Khamaiseh, Al-Twalbeh,

& Al-Ajlouni, 2020). The findings of studies carried out in a care center for the elderly reveal the

existence of group cultural elements such as the flexible and practical management of common

xxvi
values that contribute to good customer service and non-group cultural elements such as staff-

centered care, hierarchy, and conflicts within leadership, which lead to negative interactions

between staff and users (Liou, Dellmann-Jenkins, 2020).

2.3 Theoretical Framework

The study proposes to employ the theory of Organizational Learning. This theory is concerned

with how learning takes place in organizations. It focuses on collective learning but takes into

account the proposition made by Argyris (1992) that organizations do not perform the actions

that produce the learning; it is individual members of the organization who behave in ways that

lead to it, although organizations can create conditions which facilitate such learning. The

concept of organizational learning as discussed in the first section of this chapter recognizes that

the way in which this takes place is affected by the context of the organization and its culture.

The concept of a learning organization, which is often associated with that of organizational

learning, has been defined by Scarborough and Carter (2000) as one ‘that is able to discover

what is effective by re-framing its own experiences and learning from that process’. The notion

of the learning organization is sometimes confused with the concept of organizational learning.

However, Harrison (2002) points out that it is often assumed that ‘the learning organization’ and

‘organizational learning’ are synonymous processes, yet they are not.

This theory operates under particular principles of learning. Harrison (1997) defined five

principles of organizational learning namely; (1) The need for a powerful and cohering vision of

the organization to be communicated and maintained across the workforce in order to promote

awareness of the need for strategic thinking at all levels (2) the need to develop strategy in the

context of a vision that is not only powerful but also open-ended and unambiguous. This will

encourage a search for a wide rather than a narrow range of strategic options, will promote

xxvii
lateral thinking and will orient the knowledge creating activities of employees (3) within the

framework of vision and goals, frequent dialogue, communication and conversations are major

facilitators of organizational learning (4) it is essential continuously to challenge people to re-

examine what they take for granted and (5) it is essential to develop a conducive learning and

innovation climate.

From the tenets of this theory this study will benefit from the value of assessing the

organizational visions among the Germany-funded NGOs in Kenya an how they inform learning

from different sources of knowledge. The study will also be relying on the principle of dialogue,

communication and conversations within the social software framework to determine

effectiveness in acquiring, storing, re-creating and applying information within the organization.

The principle of the nature of environment for learning and innovation within the organizations

that facilitates productive learning will also be considered as explained in the theory.

2.4 Conceptual Framework

It is clear that sustainable organizational performance, which also entails its success, depends

entirely well-structured strategies of organizational learning, which is the independent influencer.

These two variables are driven by factors (H1a, H1b, H1c and H1d) which intervene in

knowledge management processes within organizations. These include acquisition of knowledge

from either external or internal sources as well the creation of knowledge within the human and

technological capabilities found in the organizations. There is also the determining factor of how

knowledge is shared among staff and other sources relevant to the organizations. It is assumed

that the nature of knowledge acquired and created requires instilling of action through sharing

platforms among the staff. This aspect opens up not only frontiers for new knowledge but also

avenues for interrogation of this knowledge for the benefit of the organization. Once all these are

xxviii
 done, the knowledge in whichever form engendered by both human and technological

interventions must be provided ventilation through application to specific vision goals that spur

growth and relevance of the organization. The cumulative and synergistic operations of these

factors within a knowledge management framework has the net effect of H1, H2 H3 and H4

which is an organization that is sustainable and meets its obligations to stakeholders

Knowledge
H1a Acquisition H1

Knowledge
H1b H2 SUSTAINABLE
Creation ORGANIZATION
ORGANIZATIONAL
PERFORMANCE
LEARNING H1c H3
Knowledge
H1d Sharing H4

Knowledge
Application

Figure 1: Organizational learning affects the knowledge acquisition process

positively
Source: Mirna, Raudeliuniene, Meidute, Kavaliauskiene (2020)

From Fig. 1

2.5 Summary of Literature Review/Knowledge Gap

xxix
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Philosophy

The study will be anchored on the interpretive research philosophy that human behaviors may be

patterned and regular. Interpretivists view such patterns as being created out of evolving meaning

systems that people generate as they socially interact (Neuman, 2023).

3.2 Research Approach

A research approach is the procedure selected by the researcher to collect, analyze, and interpret

data. The researcher will employ a mixed research approach because it will allow the collection

of both qualitative and quantitative data which creates robust research (Zikmund et al., 2020).

3.3 Research Design

This study will use a cross-sectional research design which is an observational study that

involves the analysis of data collected from a cross-section of an aggregate population, which is

the representative subset, at one specific point in time (Zikmund et al., 2020). Cross-sectional

research design is the most appropriate design for this study as it allows for a detailed

investigation of the impact of knowledge management practices on performance of German

Government funded Non-Governmental Organizations (NGOs) in Kenya.

3.4 Study Variables

The independent variables of the study are knowledge creation practices, knowledge sharing

practices, knowledge capturing practices, knowledge utilization practices and knowledge transfer

practices. The dependent variable of the study is organization performance of NGOs. The

xxx
intervening variables of the study are organizational culture, organizational policies,

technological infrastructure, leadership support and organizational structure.

3.5 Study Location

The location of the study will be Nairobi at the Headquarters of German Funded NGOs in Kenya

namely Global Living, Konrad Adenager Stiftung, DAAD, Leben & Lernen in Kenya,

Welthungerhilfe, FES Kenya, German Kenyan Cooperative Development (GKCD) and Deutsche

Gesellschaft für Internationale Zusammenarbeit (GIZ).

3.6 Target Population

The target population for the study will include the management and staff of Global Living,

Konrad Adenager Stiftung, DAAD, Leben & Lernen in Kenya, Welthungerhilfe, FES Kenya,

German Kenyan Cooperative Development (GKCD) and Deutsche Gesellschaft für

Internationale Zusammenarbeit (GIZ). Thus, the target population of the study is 645 members of

staff dealing with knowledge management in the various organizations.

3.7 Sampling

3.7.1 Sampling Technique

The sampling process will use the stratified random sampling technique based on a weighted

method in the allocation of a specific quota of the sample population to each German-funded

NGO that will be involved proportionately. The stratification of the targeted respondents will

based on dividing the sample frame based on the representative number of respondents

proportionately from all the NGOs involved in the study (Bisht, 2024). In each stratum, a simple

random sampling technique will be used to select study participants into the sample to avoid

bias.

xxxi
3.7.2 Sample Size

Sample size determination will be done using Glenn Israel’s Sample size determination table

(Israel, 1992). This is justified based on the proposition that sample size can be determined by

using published sample size determination tables that have been developed using approved

sample size formulas to derive a representative sample frame (Kadam & Bhalerao, 2010).

Sample size determination tables published in scholarly works can be used justifiably in

determining a sample size (Bujang, 2021). From a population frame of 645, following the

proposition of Glenn Israel, a sample population of 255 will be sufficient to get a confidence

level of 95% (Israel, 1992). This is given as follows in the below

Size of Population Sample Size (n) for Precision (e) of:

+3% +5% +7% +10%

500 A 222 145 83

600 A 240 152 86

700 A 255 158 88

800 A 267 163 89

900 A 277 166 90

1,000 A 286 169 91

2,000 714 333 185 95

3,000 811 353 191 97

4,000 870 364 194 98

5,000 909 370 196 98

6,000 938 375 197 99

7,000 959 378 198 99

8,000 976 381 199 99

xxxii
 9,000 989 383 200 99

10,000 1,000 385 200 99

15,000 1,034 390 201 100

20,000 1,053 392 204 100

25,000 1,064 394 204 100

50,000 1,087 397 204 100

100,000> 1099 398 204 100

a = Assumption of normal population is poor (Yamane, 1967). The entire population

should be sampled.

Based on stratified proportionate sampling technique, the sample size from each organization is

given as follows.

Table 3.2: Sample Size

Sampling Unit Number Procedure Sample Size

Global Living 37 37/645*255 15

Konrad Adenager Stiftung 65 65/645*255 26

Leben & Lernen in Kenya 55 55/645*255 21

Welthungerhilfe 139 139/645*255 55

FES Kenya 83 83/645*255 33

GKCD 43 43/645*255 17

GIZ 151 151/645*255 60

DAAD 72 72/645*255 28

TOTAL 645 255

xxxiii
3.8 Pretest

The study will conduct a pilot study to determine the feasibility of the study as well as determine

the validity and reliability of the research data collection tools (Malmqvist et al., 2019). A pilot

study is conducted to test the reliability and validity of the data collection instrument before the

actual data collection is done. 10% of the study sample will be used for piloting the

questionnaires since Mugenda & Mugenda (2008) recommends 10% of the sample size as being

adequate for testing to standardize the research instrument. In line with this, the research

instrument will be pre-tested in a pilot study that will be carried out in USAID Kenya to

ascertain the level of reliability and validity. This will also ensure that the researcher does not

tamper with the target population. The study sample for pilot study will be 10% of the total

sample (10 study participants).

3.9 Validity and Reliability

The reliability of the data collection instruments will be ascertained using Cronbach Alpha

Coefficient Analysis. For all the variables under study, Cronbach alpha will be computed to test

the level of internal consistency. The data collection tools will only be adjudged as reliable if

they yield a reliability coefficient of measure of 0.7> (Bolarinwa, 2015; Taherdoost, 2016).

Based on this principle, variables that will yield reliability coefficients of 0.70 and above will be

considered reliable. Those that will have lower reliability coefficients will be deleted or

reformulated.

Content validity will be ascertained by the use of experts in the field of study. The supervisors

assigned to guide the researcher by Rongo University will be will be deemed as the experts who

xxxiv
will confirm the content validity of the research instruments. This study will employ content

validity to assess the accuracy, meaningfulness, appeal and appearance of the instruments for

data collection. Content validity refers to the subjective agreement among professionals that a

scale logically appears to reflect accuracy in what it purports to measure (Kothari, 2017). Their

suggestions and comments will be used as a basis to modify the research items and make them

adaptable to the study.

3.10 Data Management

3.10.1 Data Collection Techniques

The following research instruments will be used to collect data. It should be noted preference in

the use of questionnaires and expert interviews guided by the interview schedule will be given

for the primary collection of data while document analysis will also be conducted to get further

detailed information that is relevant to the dictates of this study in satisfying the intents of the

research objectives. The questionnaire and interview schedule as will be the main data collection

tools because the respondents are literate, and they are easy to administer since the researcher

does not need to be physically present when the respondents are filling the questionnaire hence

providing the respondents with a free conducive atmosphere (Interview and Interview-Schedules,

2019; Knott et al., 2022).

3.10.1.1 Questionnaires: The use of questionnaires involves either the researcher administering

the questionnaires directly to the respondents or allow the respondents to self-administer the

questionnaires and collect the filled-up questionnaires from them (Cleave, 2023; Interview and

Interview-Schedules, 2019). Interviews can be administered in person, via mail, phone

interviews, online platforms, or mobile applications. They will be used to gather quantitative data

xxxv
on attitudes, opinions, behaviors, and demographics from a large sample of respondents. A semi-

structured questionnaire will be used as a tool for primary data collection for the staff.

3.10.1.2 Interviews: The study will use expert interviews that will be guided by interview

schedules (Liem, 2018). The interviews will be conducted by the researcher through direct

personal interaction either physically or using online social media platforms and the actual

respondents where detailed qualitative and quantitative data will be collected. Interviews will be

structured, semi-structured, or unstructured, depending on the level of flexibility and depth

required. They will be useful for exploring complex issues, understanding perspectives, and

obtaining rich, in-depth insights from participants.

3.10.1.3 Document Analysis: Document analysis will involve reviewing and analyzing existing

documents, records, texts, or artifacts to extract relevant information and insights. Various types

of documents will be considered and analyzed in the conduct of the research. These documents

are inclusive of, but not limited to books, journals, written reports, published and unpublished

thesis, articles and magazines, official records, newspapers, emails, social media posts, and

historical archives. Document analysis will provide valuable context, historical perspectives, and

secondary data for research and analysis purposes.

3.10.2 Data Collection Procedure

The researcher will request for an introductory letter from Rongo University to be used for the

application of the research permit from the National Council of Science and Technology and

Innovation (NACOSTI). In addition, the researcher will seek for clearance from the University

Ethical Review Committee. A courtesy call will be made to the respective NGOs before the

research starts. The interviewees will also be informed in advance before the data collection date.

xxxvi
The researcher will visit the targeted NGOs and issue out questionnaires using drop and pick

method. Once filled in, the researcher will collect them after a week to give the participants

adequate time to fill them in.

3.11 Data Analysis

This study will collect both quantitative and qualitative data. After data collection, collected data

will be crosschecked and verified for errors, completeness, and consistency. Collected data will

be analyzed using Statistical Package for Social Sciences (SPSS 23). This study will use

descriptive and inferential statistics. Findings from descriptive statistics will be presented using

frequency tables and charts and inferential statistics will employ the use of Pearson’s Correlation

Coefficient to determine the presence of significant relationships between the key variables of

interest in the study where results with a coefficient measure of R. 0.5> will be considered

significant

3.12 Ethical Considerations

The study will consider all the ethical research guidelines that provide the framework for

conducting the study. The researcher will obtain consent from the respondents and ensure that all

the respondents participate voluntarily in the study. Privacy and anonymity of the respondents

will be maintained through the study. Openness and honest disclosure of information concerning

the purpose and benefits of the research to the respondents will also be maintained (Zikmund,

2020).

xxxvii
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xlviii
 APPENDICES

Appendix 1: Introduction Letter

To Whom It May Concern

FUNCTION OF ORGANIZATIONAL LEARNING IN KNOWLEDGE MANAGEMENT

AND ORGANIZATIONAL PERFORMANCE OF GERMANY-FUNDED NGOs IN
KENYA

xlix
JUNE, 2024

l
 DECLARATION

ACKNOWLEDGEMENT

ii
 ABSTRACT

German government-sponsored NGOs in Kenya play a significant role in education, good

governance, sustainable energy, and humanitarian interventions in times of crisis. Similar to
other organizations, the Germany-funded NGOs in Kenya operate with defined organizational
structures anchored on management and operational knowledge systems. The success of these
NGOs is determined by multiple factors among them being the strategies they use to create and
manage internal knowledge. Although many factors of operations were initially human-driven,
technology appears to assume a central role, especially in Knowledge Management (KM) in
organizations. This study proposes to examine these KM strategies in terms of the synergy
between human and technology-driven strategies to determine efficacy and resultant overall
performance output among Germany-funded NGOs in Kenya. The objectives of the study will be
(1)To describe the role of human and technological factors in facilitating knowledge acquisition for
improved organizational performance (2) )To determine the role of technology in the creation of
knowledge on organizational performance (3) To assess how the adoption of social software in
knowledge sharing within the organization is associated with organizational performance and (4), To
explore how congenial culture in knowledge application is harnessed within the Germany-funded NGOs
in Kenya towards improved organizational performance The study will be guided by the
Organizational Knowledge Management Theory adapted and developed by Nonaka and
Tekauchi (1995). The study will employ a cross-sectional survey design. Stratified random
sampling will be used to select a sample population size of 255. Data will be collected using
interview schedules, expert interviews, and document analysis. Data analysis will be done using
thematic, contextual, and document analysis. The relationship between the variables will be
tested using Pearson’s coefficient where a measure of R 0.5> will be considered to have a
significant linear correlation. Emergent themes arising in the findings of the study will be
arranged thematically and presented in the thesis report inclusive of the quantitative results. The
findings of the study will be useful to organizations in the implementation of knowledge
management strategies from a multidimensional approach to ensure alignment with
organizational goals for optimal performance. It is hoped that from the findings of this study,
organizations will have more efficient and deliberately directed strategies not just for generating
knowledge but also for its application in organizational success.

iii
 TABLE OF CONTENTS
DECLARATION...........................................................................................................................ii
DEDICATION..............................................................................................................................iii
ACKNOWLEDGEMENT...........................................................................................................iv
ABSTRACT....................................................................................................................................v
LIST OF TABLES......................................................................................................................viii
LIST OF FIGURES......................................................................................................................ix
LIST OF ABBREVIATIONS.......................................................................................................x
CHAPTER ONE............................................................................................................................1
INTRODUCTION.........................................................................................................................1
1.1 Background of the Study...........................................................................................................1
1.2 Problem Statement.....................................................................................................................6
1.3 Justification................................................................................................................................8
1.4 Research Objectives...................................................................................................................9
1.4.1 Broad Objective......................................................................................................................9
1.4.2 Specific Objectives.................................................................................................................9
1.5 Research Questions....................................................................................................................9
1.6 Significance of the Study.........................................................................................................10
1.7 Limitations of the Study..........................................................................................................11
1.8 Scope of the Study...................................................................................................................11
CHAPTER TWO.........................................................................................................................12
LITERATURE REVIEW...........................................................................................................12
2.1 Introduction..............................................................................................................................12
2.2 Review of Variables................................................................................................................12
2.2.1 Factors that Influence Adoption of Knowledge Management Practices..............................12
2.2.2 Knowledge Management Practices and Organisational Performance..................................13
2.2.2.2 Knowledge Sharing Practices and Organisational Performance.......................................15
2.2.2.3 Knowledge Capturing Practices and Organisational Performance....................................17
2.2.2.4 Knowledge Transfer Practices and Organisational Performance......................................18
2.2.2.5 Knowledge Utilization Practices and Organisational Performance...................................19
2.2.3 Knowledge Management Implementation Challenges and Organisational Performance....21

iv
2.2.4 Knowledge Management Enhancement Strategies and Organisational Performance..........22
2.3 Theoretical Framework............................................................................................................25
2.3.1 Resource Based View Theory..............................................................................................25
2.4 Conceptual Framework............................................................................................................26
2.5 Summary of Literature Review/Knowledge Gap....................................................................27
CHAPTER THREE.....................................................................................................................29
METHODOLOGY......................................................................................................................29
3.1 Research Philosophy................................................................................................................29
3.2 Research Approach..................................................................................................................29
3.3 Research Design......................................................................................................................29
3.4 Study Variables........................................................................................................................30
3.5 Study Location.........................................................................................................................30
3.6 Target Population.....................................................................................................................30
3.7 Sampling..................................................................................................................................31
3.7.1 Sampling Technique.............................................................................................................31
3.7.2 Sample Size..........................................................................................................................31
3.8 Pretest......................................................................................................................................33
3.9 Validity and Reliability............................................................................................................33
3.10 Data Management..................................................................................................................34
3.10.1 Data Collection Techniques................................................................................................34
3.10.2 Data Collection Procedure..................................................................................................35
3.11 Data Analysis.........................................................................................................................36
3.12 Ethical Considerations...........................................................................................................36
REFERENCES............................................................................................................................37
APPENDICES..............................................................................................................................41
Appendix 1: Introduction Letter....................................................................................................41
Appendix II: Questionnaire...........................................................................................................42
Appendix III: Interview Schedule.................................................................................................54
Appendix IV: Work Plan...............................................................................................................58
Appendix V: Research Budget......................................................................................................59

v
 LIST OF TABLES

Table 3.1: Target Population.......................................................Error: Reference source not found

Table 3.2: Sample Size................................................................Error: Reference source not found

vi
 LIST OF FIGURES

Figure 2.1: Conceptual Framework............................................ Error: Reference source not found

vii
 LIST OF ABBREVIATIONS

CADE Centre for Academic Development

FES KENYA Friedrich-Ebert-Stiftung Kenya

GIZ Gesellschaft für Internationale Zusammenarbeit

GKCD German Kenyan Cooperative Development a

ICT Information and Communication Technology

KEBS Kenya Bureau of Standards

KEMRI Kenya Medical Research Institute

KM Knowledge Management

KPMG Klynveld Peat Marwick Goerdeler

KRA Kenya Revenue Authority

NACOSTI National Council of Science and Technology and Innovation

NGO Non-governmental Organization

SMEs Small and Medium Enterprises

SPSS Statistical Package for Social Sciences

UK United Kingdom

USAID United States of America International Development

viii
Operational definition of terms

To be inlcuded as writing progresses

 CHAPTER ONE

INTRODUCTION

Background of the Study

The central role knowledge plays in the various sectors of organizations including the differential

competitive advantage it offers has been studied over time. Kordab et al. (2020) state that

knowledge is an organization's most valuable asset, making good knowledge administration

crucial to their success. The authors further point to the salient need for oorganizations faced

with emerging realities of a fast-paced, highly competitive business environment to efficiently

capture, share, and leverage knowledge in order to meet strategic goals. The importance

knowledge plays in organizations being able to remain ahead of the competition, and to keep up

with industry developments has also been empirically emphasized (Urdea & Constantin, 2021).

Knowledge is a crucial asset and a critical organizational resource {Citation}. It is a combination

of personal judgement, values, competencies, capabilities, know-how, and techniques (Shahzad

et.al 2016, Mahdi, Nassar,; Almsafir, 2019). Knowledge management is characterized by

knowledge strategies and processes implemented in the organization to increase the effectiveness

and efficiency of business processes, achieve knowledge strategy, and sustain organizational

performance (.Archer-Brown & Kietzmann, 2018, Bloodgood, 2019).

According to Mia & Chowdhuary (2021), organizations rely on effective management and

knowledge at every stage of the business cycle. Knowledge Management (KM) systems are

essential foundations for an organization’s overall success formula and strategy execution shows

where an organization excels, survives, or succumbs to external pressures (Twum, 2021).The

importance of gathering, locating, capturing, and sharing collective knowledge and expertise is

ii
increasing receiving significant attention. Societies are developing effective and efficient KM

methods to address problems and benefit from opportunities (Tiwari, 2022), making KM

increasingly vital. Researchers who studied the relationship between knowledge management

and sustainable organizational performance concluded that organizations could attain sustainable

organizational performance by implementing efficient knowledge management processes and

combining them with organizations’ strategies and activities (Abbas, 2020, López-Torres et.al

2019).

Scholars are of the position, in general, that knowledge management (KM) helps organizations to

deal with changes in the business environment (Arjoun & Boudabbous, 2024). Organizations

need to use knowledge in order to improve their performance and to ensure long-term viability in

the current business environment (Arduini et al., 2023). The promise of increased organizational

performance has contributed to the development of various aspects of knowledge management

(Pender et al., 2022). These views have also contributed to the development of various aspects of

KM, but have also emphasized a lack of holistic view in both practice and scientific literature

(Darmawan et al., 2023; Mohaghegh et al., 2024; Suknunan & Maharaj, 2019).

Knowledge management is concerned with the entire process of discovering and creating

knowledge (Grimsdottir & Edvardsson, 2018), as well as its dissemination and usage

(Mohaghegh et al., 2024). To have a significant competitive advantage, knowledge is essential.

According to Uwa (2022), good KM increases the performance of companies, whether public or

private. Knowledge production is largely a human activity in which technology may help but

cannot replace humans within its inherent systems of production. Therefore, it is natural to

assume that the capacity to develop knowledge and establish a competitive advantage is critical

for any firm that intends to remain relevant and attain a larger, sustainable market share, since

iii
this will provide fantastic results (Ekanem et al., 2023). To achieve meaningful results,

performance entails a complicated set of behaviours that integrate abilities and knowledge.

Designing, marketing, producing, and other problem-solving activities are examples. Each level

determines the performance's efficiency, quality, and effectiveness (Akram & Abdullah, 2018).

According to Onyango, (2018) knowledge utilization is the extent to which knowledge is applied

and utilized in decision-making, problem-solving, or innovation processes within the

organization. This can be measured by tracking the number of knowledge-based solutions or

ideas implemented, the impact of knowledge on project outcomes, or the percentage of

employees who report using knowledge resources in their work. Decision-making processes by

public and private entities may be adversely affected by poor organizational learning, which

happens when good knowledge management practices become extant to the learning and

knowledge utilization phases (Wainaina et al., 2023). Organizational learning is the ability to

learn from past experiences, adapt to change, and continuously improve. This can be measured

by the implementation of feedback mechanisms, the effectiveness of knowledge transfer during

employee on-boarding or transitions, or the organization's ability to apply lessons learned from

previous projects or initiatives (Josephat, 2017; Rich, 1991). Performance improvement is seen

and can be subjected to metrics related to increased productivity, reduced errors or rework,

improved customer satisfaction, or enhanced innovation capabilities amongst others

(Valmohammadi, 2014). This proxy assesses the value and effectiveness of knowledge

management in driving organizational outcomes. It's important to note that the selection of

proxies may vary depending on the organization's specific goals, industry, and knowledge

management strategies. Employees’ individual capabilities, skills and experiences need to be

discovered and exploited. Analyzing and understanding of various internal data and information

iv
are vital sources of knowledge that can be exploited. Knowledge can also be acquired from other

members in the external environment like competitors and the public (Petruzzelli, 2019).

The key role of KM practices is to provide organizations with the functional abilities for the

effective and efficient administration of information and the related resources, that ultimately

lead to the organization’s staff members’ resolution of problems in good decision-making

(Yazdani et al., 2020). There are various factors that must be taken into account when examining

KM processes and the rights of the individuals. One needs to be cognizant of the fact that

knowledge acquisition for the library is dependent on institutional broader objectives, and the

individual specific needs of every user, that are subject to the requirements of the library

(Tripathy, 2022). Furthermore, knowledge management practices have positive effects on

business strategies, and must influence the overall attainment of organizational goals positively.

Knowledge management has the objective of administrating available knowledge towards

undertaking certain functions (Eltayeb & Kadoda, 2017).

KM is a significant resource for institutions to gain competitive advantage. Effective KM

practices are required for an organization to attract and retain high-quality staff, gain competitive

advantage, be innovative and develop high standard programs. Studies have shown that

knowledge management practices have a strong and positive effect on organizational

performance performance (Andrea & Wanyoike, 2024; Asiimwe & Barigayomwe, 2024;

Chidiadi, 2023; Muthee, 2023; Wakuthii, 2023)

In Kenya, various Non-Governmental Organizations (NGOs) with varying support from different

countries and agencies operate. They target different intervention areas informed by the interests

or regional and global interests of the funding entities. The Government of Germany through the

v
German Federal Ministry for Economic Cooperation and Development (GFMECD) in

partnerships with the Kenyan Government, a number of NGOs that receive direct funding from

the German Government have been established. They incude; Global Living, Konrad Adenager

Stiftung, DAAD, Leben & Lernen in Kenya, Welthungerhilfe, FES Kenya, German Kenyan

Cooperative Development (GKCD) and Deutsche Gesellschaft für Internationale

Zusammenarbeit (GIZ).

To be able to determine the success and influence of these organization against their licensed

mandates, various aspects of their operations have to be studied. When it comes to training, there

is evidence that the Government of Germany facilitates rigorous and intense trainings and

capacity development sessions both locally and internationally. The intent is to enhance their

knowledge and skills such as on-job training workshops, international staff exchange programs,

career advancement opportunities with the goal of positively impacting on the overall

performance of the NGOs (GIZ Newsletter, 2023; GKCD Newsletter 2022).

This study finds that there is evidence provided through information within the donor literature

that points to intentional efforts aimed at equipping human resource capacities in these

organizations with requisite varieties of knowledge. However, how human and technological

input combine in the management of this knowledge through organizational learning in terms of

acquiring, creating, sharing and converting it into an asset that can catalyse optimum

performance still remains an area not extensively navigated by academic research commitments.

It is from that standpoint that this study is premised.

vi
1.2 Statement of the Problem

Non-Governmental Organizations exist to address specific focus areas in their jurisdictions of

operation. In Kenya tthese NGOs engage in various projects ranging from food security in

agricultural sector, innovative technologies, improvement of market access, provision of

scholarships for tertiary education and connecting donors with grass roots projects. Others

include promoting democracy and rule of law, fostering international exchange of students and

researchers, provision of development and humanitarian aid and provision of technical and

financial support in various sectors among other critical areas towards improvement of

livelihoods (BMZ Newsletter, 2023). Evidence available has shown that in the execution of their

mandate, not all the NGOs have succeeded. Some down-scale on projects while others

completely cease operational engagements with their initially targeted populations and sectors.

This is despite the fact that these organizations receive significant financial and logistical support

from the parent country to engage in the various missions of focus. Following this reality, studies

have attempted to establish factors that determine performance and success of these

organizations. However, the focus has been directed at the management of finances received,

lack of co-operation and interference from local political and leadership dynamics.

Knowledge Management as one of the major factors continues to receive selected-variable

approaches. Yet, to succeed, these organizations significantly rely on knowledge of several

fundamental variables that inform their mandate. These include; environments in which they

operate, scope, gravity of situations, cultural mosaics and local human resource. Some of the

knowledge required is either internally generated or externally adopted and tailored to suit

organizational situations and dynamics to be able to assist to leverage performance on empirical

data. In all these processes presence of human and technological factors in differential operations

vii
cannot be under-stated. Yet, their combined synergies in ensuring organizational success have

received little empirical attention through research. This study explores the combined role played

by human and technology-driven factors in the processes of organizational learning aimed at

ensuring optimum organizational performance among Germany-funded NGOs operating in

Kenya.

1.2 Research Objectives

The research objectives are stated as follows

1.3.1 Broad Objective

To determine the role human and technology factors in knowledge and management play in

organizational performance among German-funded Non-Governmental Organizations in

Kenya.1.3.2 Specific Objectives

v. To describe the role of human and technological factors in facilitating knowledge acquisition

for improved organizational performance among Germany-funded NGOs in Kenya

vi. To determine the role of technology in the creation of knowledge on organizational

performance among Germany-funded NGOs in Kenya

vii. To assess how adoption of social software in knowledge sharing within the organization is

associated with organizational performance among Germany-funded NGOs in Kenya

viii
viii. To explore how congenial culture in knowledge application is harnessed within the

Germany-funded NGOs in Kenya towards improved organizational performance

1.4 Research Questions

The research questions for the study are given as follows.

5. What role do human and technological factors play in facilitating knowledge acquisition

within the NGOs?

6. What is the role of technology in the creation of organizational knowledge aimed at

steering performance?

7. How is the adoption of social software in Knowledge sharing within the organizations

associated with performance?

8. What is the effect of harnessing congenial culture in knowledge application on

organizational performance?

1.5 Significance of the Study

Knowledge is increasingly becoming a central player as an economic asset among organizations.

How it is generated, stored and utilized has wide-ranging influences on how organizations,

business or otherwise perform. This study, apart from elaborately examining each knowledge

management variable separately, will provide a synergistic approach and strategy at achieving

organizational productivity emerging from factorial interplay among the different strategies

engendered by both human and technology aided capabilities. This will ensure, measurement of

performance is not biased towards selected factors but on the collective input of all significant

ix
factors, which inform the running of these organizations in terms of knowledge acquisition,

creation, sharing and application.

Based on this study, the NGOs and their funding agencies will be able to make informed choices

on the human resource expertise at senior managerial levels capable of providing constructive

and informed stewardship of knowledge management practices geared towards optimum

organizational performance. The organizations will also be able to find justification in not only

investing in current technological infrastructure to manage all aspects knowledge management

components that serve the primary goals of the organizations making them relevant and

influential. Furthermore, the organization will begin to see the value of investing in

organizational learning activities that cut across the organizational structures and performance

strategy.

To both the NGOs, the sectors in which they operate and policy-makers under whose

government departments the NGOs are licensed to operate, the findings of the study will provide

insights into the importance and strategies of creating enabling cultural and operational

environments in terms of values, scope and terms of engagement. With such clarity of

knowledge, the organizations will align their internal organizational cultures and values in

operations to be sensitive to the existing conditions to avert any actions that could generate

unnecessary conflicts consequently inhibiting progress. Such harmonious blending with

stakeholders will be useful especially in acquiring external knowledge and in return application

of the internally created knowledge to external challenges.

Emerging and already existing businesses, organizations that deal with different issues in society,

institutions that offer academic courses in organizational operations require comprehensive

knowledge derived from research on the salient understanding of acquiring, accessing, storing

x
and using knowledge to leverage optimum performance and gain influential competitive

advantages. The findings of this study will be an influential addition to the existing knowledge

on Knowledge management strategies and how they influence organizational or institutional

performance.

1.7 Scope of the Study

Given, many different NGOs operate in the Republic of Kenya at any given time. Despite their

sometimes clearly overlapping roles and activities, their funding sources and interests are

diverse. For the purposes of this study, only German Government funded NGOs operating in

Kenya at the time of study will be considered. In addition, only information related to

Knowledge Management strategies and how they it influences organizational performance will

be pursued.

1.8 Limitations of the Study

All the information this study will be seeking is reserved for specific use by the respective

NGOs. Most of it might be classified with the intention of protecting the reputation of the

organizations or ensuring competitive advantage. As a result, there could be cases of

unwillingness by some organizations or staff/sections within the organizations to share some

categories of data useful to the study. If such instances arise, the researcher will make all effort

to assure the respondents of adherence to ethical principles that attend to confidentiality and use

of information. This will not be dome only verbally, but supported by documentation from

authorizing, accredited and recognized research institutions and departments.

xi
1.10 Justification of study

Traditionally, many studies that aim at determining factors that influence organizational

performance among NGOs have tended to magnify issues surrounding financial management in

terms of accounting vis-a-vis the mandates intended. Political, religious and as well as cultural

persuasions of international NGOs against those of host countries and how they eventually

converge or diverge to ensure success or failure of these organizations has also been given

prominence. Yet, for these organizations to function properly and optimally, they have to rely on

important knowledge of the areas in which they are operating in terms of people, cultures,

religious diversities, political goodwill and need-assessment. A study that endeavours to inform

organizations on the premium of effectively managing knowledge acquired, generated,

developed and how all factors that adjudicate the relationship between the application of the

knowledge with performance is critical. It is this existing gap in knowledge management studies

deliberately aimed at a comprehensive and multidimensional approach that is of concern. Such

an approach appears to be lacking in existing body of organizational Knowledge Management

strategies and which this study proposes to address.

xii
2.2.3 Organizational knowledge creation

There is a need to have a holistic understanding of knowledge production within the context of

the NGOs. There is a need to demonstrate the nexus of the function of knowledge creation within

the NGOs in Kenya and their performance metrics as an outcome measured. In that regard, the

study aims to understand the limits of knowledge creation and how they support the functioning

of NGOs both as corporate entities and collectively in achieving their organizational goals. The

way knowledge is constructed within and outside the organization will determine the quality of

that information as a constitution of intellectual inputs that facilitate processing of quality

decisions and policies for the NGOs in driving them to higher productivity (Andreev, 2024).

The need for knowledge creation has placed role players such as government, academic

institutions and industry at the forefront. There is a latent overarching need for organizations to

establish knowledge creation frameworks based on both the individual employee and

organizational perspectives in developing a structured platform for its utilization approaches

(Chou & Tsai, 2004). Knowledge is created within an organization by individuals and

knowledge creation is supported by organizational culture as will later be elucidated. At this

juncture, the organization becomes an embodiment of diverse ideas and opinions which

collectively define an amalgam that becomes the organizational knowledge as asset and as an

intellectual resource (Nonaka, 1994). It is due this outcome that the organization can be

construed as an “organism” capable of producing knowledge and patenting that said knowledge,

for its own benefit, when individuals produce that knowledge within its legal mandates of

intellectual asset and resultant ownership.

It is from this perspective that the organization satisfies the condition of generating knowledge

that can be useful both intra and external to it. When this is evaluated from that dimension, the

xiii
role universities play in knowledge creation is a perfect fit within this description. According to

Reichert (2019), tertiary institution of learning has to play an active role in the search for, and

creation of new knowledge through the processes of research and in education. It is through the

process of undertaking research that allows the universities to be key producers of knowledge.

On the other hand, the International Monetary Fund (IMF) (2021) suggests that innovation is a

function of the outcome and interplay of both applied and basic research. Academic institutions

prioritize basic research which involves the creation of new knowledge which may not

necessarily be directly linked to practical application. It is for this reason that R&D expenditures

have traditionally been channeled to applied research by the private sector (Schlegel &

UNESCO, 2015). However, basic research complements applied research through the

development of new knowledge and alternative approaches to the production of goods and

services. Therefore, the private sector has up-scaled expenditures in basic research. The

development of the understanding that basic research is the best alternative route for applied

research has resulted in considerable increase in investment spending in basic research from

2012 to 2021 in two of the biggest innovating nations, the United States and Switzerland (Moyo

& Phiri, 2024).

A number of studies have investigated the effect of scientific knowledge created by universities

on economic growth. These studies are segregated according to their findings and as well as the

techniques employed in order to uncover the gaps in literature. Studies by Kim and Lee (2015),

Solarin and Yen (2016), Pinto and Teixeira (2020), Brenner (2014), Oluwatobi et al. (2020),

Agasisti and Bertoletti (2020) and Bertoletti et al. (2022) used the Generalised Method of

Moments (GMM) and reached different conclusions. Solarin and Yen (2016), Pinto and Teixeira

(2020), Brenner (2014) and Bertoletti et al. (2022) found evidence that research

xiv
publications/output have a positive impact on economic growth through innovation. However,

Pinto and Teixeira (2020) showed that the impact is higher for fields such as engineering,

technology, social sciences and physics.

Similarly, Agasisti and Bertoletti (2020) highlighted that the quality of research publications is

more important in explaining regional economic development compared to the quantity.

Oluwatobi et al. (2020) cautioned that the effect of innovation induced by research publications

is dependent on the quality of institutions. Therefore, in countries with low institutional quality,

innovation has an insignificant effect on economic growth. Kim and Lee (2015) found that

academic publications are not major drivers of economic growth in Asia and Latin American

countries. Instead, technological knowledge in the form of patents is a determinant of economic

growth. A possible explanation is the lack of collaboration between academia and industry which

implies that academic research remains confined to academic institutions and not contributing to

innovation and the production of more sophisticated products.

All these studies have emphasized the place of research in institutional growth. Research in itself

is the foundation of knowledge creation. This study anchors on the premise that if NGOs are to

make positive trajectories in performance and fulfilment of their mandates to stakeholders, then

the most crucial component perhaps would be their deliberate investment in research to be able

to have strategies of creating new knowledge capable of steering them forward. Particularly this

study sets out to assess the contribution of technology and human factors in this quest for

creation of new knowledge through research.

2.2.4 Social software and knowledge creation

xv
The progress made in digital technologies has allowed the expansion of usage of internet-based

knowledge resources which have become important components that have increased the efficacy

of mobile applications and related devices through internet-based technologies (Pender et al.,

2022). Currently, these digital technologies have expanded the outreach of internet usage and

coverage which allows faster and cost-effective use of knowledge resources and assets in real-

time within the organization (Valentín-Sívico et al., 2023). Concerning that, social software

applications are becoming an important tool for knowledge-sharing strategies within

organizations (Zbuchea et al., 2019). Initially, such applications were ideally meant for social

networking between individuals but creativity and innovative applications have converted them

into tools of knowledge sharing within organizations. In business, these applications have been

modified to study market trends, customize marketing advertisements, and improve

communications. It should be noted that social software increased the strategies in which

knowledge can be shared, where they have become increasingly designed to be interactive tools

where users connect via the internet and share the information, handle, store and currently have

increased their abilities to support video, voice and conferencing online amongst other

advantageous aspects.

In the contemporary era, the progress in digital and information technologies has had a

tremendous effect on the way knowledge is managed in various organizations, by individuals and

corporate entities. Technology affects the improvement in strategies that NGOs may have

applied in the management and sharing of knowledge (Harish, 2024), and its eventual utilization

in enhancing organizational performance (Duxler, 2023). Consequent to that, knowledge sharing

enhances organizational productivity and performance through the development of meaningful

cross-team interpersonal collaborations leveraging technologies within the organizational setting.

xvi
The human factor in knowledge management is important in assessing the status of KM in

various organizations. It is the core driving force of how that knowledge is acquired and used in

meeting the organizational goals of an NGO. In that case, technology is used as a tool by

knowledge management practitioners as a way of improving efficiency and productivity (Yao et

al., 2024). Technology provides the human factor with the tool that increases productivity in the

way knowledge is used to achieve higher performances by various entities. Increased

productivity is sustainable through knowledge-sharing methods supported by digital

technologies. Human beings are highly facilitated by technological advances to have a better

overview of the information and information quality that is essential for decision-making.

Automation of the KM is only possible through the harnessing of available digital information.

The idea of creativity and innovation is only achievable when organizational culture and learning

allow for skill, knowledge, and competency development of the individuals entrusted with using

organizational knowledge assets to achieve desired results.

Knowledge provides the backbone of the intellectual raw input that is used to make decisions

affecting the operations and productivity of the NGO. It is therefore incumbent upon these

studies to set out and determine how German-funded NGOs in Kenya tap into the use of social

platforms to advance their operational objectives. It is an open fact that many organizations.

However, within the NGO realm, the same principle of human facets that influence the way new

digital and information technologies is partly due to the need to transfer knowledge effectively

within the organization in enhancing organizational performance. While these aspects have been

well documented in a survey of available literature relating to business operations in Kenya, it is

not well covered in scholarly discourses on how these applications facilitate knowledge sharing

in the NGO sector from the intra-organizational perspective. This study seeks to explore these

xvii
elements and develop a better understanding of the issue from a scholarly dimension and in a

practical way in which it aids the operations of the NGOs in achieving their objectives.

2.2.5 Congenial culture in knowledge application

Organizational culture is closely related to beliefs, policies and ideologies, where promoting

change requires passing actions through an analytical sieve that allows the separation of the

beneficial from the harmful to lay a foundation for strategic change (Antony et.al, 2022).

However, creating culture in an organization is a complex task that requires the total

involvement of its members (Rai, 2021). The creation of organizational culture may involve

members having to leave their comfort zone and may be rejected in the initial stages; therefore,

accompaniment is needed to root new concepts and eliminate negative behavior patterns and it is

vital to constantly monitor and evaluate progress (Morales-Huamán et al., 2023; Sindakis et al.,

2022). Teamwork is essential to achieve the objectives of an organization, and generating spaces

to convey ideas and thoughts strengthens the sense of people’s belonging (Cañizares et al., 2023;

He, 2023), which leads to the inference that the core of any organization is based on the

collective behavior of its members, who are governed by the organizational culture, in which the

values, vision and mission are associated (Chayomchai, 2023; Ketprapakorn & Kantabutra,

2022; Wong, 2023). These are elements of social sustainability, such as goals and orientation to

teamwork and respect and care of communities, can be evaluated by decision-makers to

determine the impact through their interdependencies (Morales-Huamán et al., 2023). Research

carried out within university organizations reveals that organizational culture is a dynamic

process and that work teams must continually strengthen aspects of leadership and organizational

commitment (Supriyanto, 2016)

xviii
Knowledge is a strategic asset that must be managed properly; however, taking advantage of

tacit knowledge and turning it into an accessible form for all is a great challenge because such

action depends on the will of members of organizations to share it, for which bureaucracy,

orientation processes and risk aversion may be limitations in the exchange of knowledge

(Mambo & Smuts, 2022). Exploratory research carried out in Polish public universities reveals

that an adequate organizational culture can facilitate curricular innovations that lead to

institutional innovation, which is possible by maintaining a shared relationship of power and

responsibility, where the discursive patterns that are generated offer innovative solutions that

lead to institutional changes (Molek-Kozakowska & Geisler, 2020; Morales-Huamán et al.,

2023). In this context, distinctive features are reflected and marked by their institutional

assignments, where speciality teachers are oriented to the hierarchical culture and general studies

teachers are oriented to the culture clan. Although the differences in valuation do not have a

categorical impact on institutional life, this can be leveraged to promote innovation and

autonomy (Turpo-Gebera et al., 2021). Furthermore, studies carried out on the intention to rotate

and cognitive and emotional commitment. This commitment is still the object of study within the

framework of organizational culture, for which it is necessary to create supporting organizational

policy (Lata et al., 2021).

In healthcare organizations, working as a team is necessary for optimal functioning, and a culture

of safety in relation to patient care is part of the organizational culture (Aydogdu, 2023; Lu et al.,

2022). The findings of studies carried out in a care center for the elderly reveal the existence of

group cultural elements such as the flexible and practical management of common values that

contribute to good customer service and non-group cultural elements such as staff-centered care,

xix
hierarchy, and conflicts within leadership, which lead to negative interactions between staff and

users (Liou & Dellmann-Jenkins, 2020).

2.3 Theoretical Framework

The study proposes to employ the theory of Organizational Learning. This theory was proposed

by Chris Argyris and Donal Schon in the early 1990s (Ali et al., 2018). This theory is concerned

with how learning takes place in organizations. Its basic underlying theoretical function is in

providing an explanation of how “organizations transform individual knowledge into

organizational knowledge” which affects the organisational attainment of set objectives (Basten

& Haamann, 2018). It focuses on collective learning but takes into account the proposition made

by Argyris (1992) that organizations do not perform the actions that produce the learning; it is

individual members of the organization who behave in ways that lead to it, although

organizations can create conditions which facilitate such learning. This scholar portrays

organizational learning as a phenomenon which may happen through two approaches, first,

when organizations are able to achieve the goals they set out to achieve, and secondly, when a

mismatch of inputs and outputs occur that demonstrate that the intentions and outcomes as so

established by organizational processes are not in tandem and infused the need for correction

(Argyris, 1992).

The concept of organizational learning as discussed in the first section of this chapter recognizes

that the way in which this takes place is affected by the context of the organization and its

culture. The concept of a learning organization, which is often associated with that of

organizational learning, has been defined by Scarborough and Carter (2000) as one ‘that is able

to discover what is effective by re-framing its own experiences and learning from that process’.

The notion of the learning organization is sometimes confused with the concept of organizational

xx
learning (Kaufman et al., 2016). However, Harrison (2002) points out that it is often assumed

that ‘the learning organization’ and ‘organizational learning’ are synonymous processes, yet they

are not.

This theory operates under particular principles of learning. Harrison (1997) defined five

principles of organizational learning namely; (1) The need for a powerful and cohering vision of

the organization to be communicated and maintained across the workforce in order to promote

awareness of the need for strategic thinking at all levels (2) the need to develop strategy in the

context of a vision that is not only powerful but also open-ended and unambiguous. This will

encourage a search for a wide rather than a narrow range of strategic options, will promote

lateral thinking and will orient the knowledge creating activities of employees (3) wwithin the

framework of vision and goals, frequent dialogue, communication and conversations are major

facilitators of organizational learning (4) it is essential continuously to challenge people to re-

examine what they take for granted and (5) it is essential to develop a conducive learning and

innovation climate. Organizational learning theory provides a scholarly paradigm shift in which

the conceptualization of learning within and by an organization can be theorized (Popova-Nowak

& Cseh, 2015).

From the tenets of this theory this study will benefit from the value of assessing the

organizational visions among the Germany-funded NGOs in Kenya and how they inform

learning from different sources of knowledge. The study will also be relying on the principle of

dialogue, communication and conversations within the social software framework to determine

effectiveness in acquiring, storing, re-creating and applying information within the organization.

The principle of the nature of environment for learning and innovation within the organizations

that facilitates productive learning will also be considered as explained in the theory.

xxi
2.4 Conceptual Framework

The conceptual framework is a diagrammatic representation of the relationship between the

study variables. The dependent variable is organizational performance while the independent

variables are adoption factors, KM practices, KM enhancement strategies and KM challenges.

The conceptual framework also highlights the intervening variables of the study which include

organizational culture, organizational policies, organizational structure, technological

infrastructure and leadership support. The conceptual diagram is represented diagrammatically

in the table below as follows.

Knowledge
Acquisition
H1a H1

H1b Knowledge H2

ORGANIZATIONAL Creation SUSTAINABLE

LEARNING H1c H3 ORGANIZATION
PERFORMANCE
H1d Knowledge H4
Sharing

Knowledge
Application

Source: Mirwa, Raudeliuniene, Meidute, Kavaliauskiene (2020)

Figure 2: Organizational learning affects the knowledge acquisition process positively.

xxii
2.5 Summary of Literature Review/Knowledge Gap

Mungai (2019) did a study on the practices of managing knowledge and SMEs’ performance in

the County of Nairobi focusing on knowledge creation, knowledge learning, knowledge sharing,

and knowledge implementation which were all positively related to SMEs' performance in

Nairobi County. However, this study was only focused on SMEs in Nairobi County only and the

sample size was also inadequate considering the number of SMEs in the county while this study

will focus on German government funded NGOs in Kenya.

Kithuka (2020) conducted a study on the effect of knowledge management practices on the

performance of Solidaridad Eastern and Central Africa, Kenya office. The study established that

knowledge management practices significantly and positively influenced the performance of

Solidaridad International. However, this study was only focused on only one NGO in Nairobi

County thus lacks comparison of NGOs yet there are so many NGOs in Nairobi while this study

will focus on German government funded NGOs in Kenya.

Ngatia (2019) conducted a study to determine the types of knowledge at the Kenya Revenue

Authority and Cumari (2018) linked the practices of knowledge management and Kenya Bureau

of Standards’ (KEBS) performance. These studies focused on government agencies while this

study will focus on selected universities in Kenya. In all the above studies, none of them was

conducted in a German government funded NGO and none of them addressed the specific

objectives of this study. Thus, this is the gap that the study intends to fill.

xxiii
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Philosophy

The study will be anchored on the interpretive research philosophy that human behaviors may be

patterned and regular. Interpretivists view such patterns as being created out of evolving meaning

systems that people generate as they socially interact (Bergmann, 2024)

3.2 Research Approach

A research approach is the procedure selected by the researcher to collect, analyze, and interpret

data. The researcher will employ a mixed research approach because it will allow the collection

of both qualitative and quantitative data which creates robust research (Zikmund et al., 2010)

3.3 Research Design

This study will use a cross-sectional research design which involves collection of data from a

cross-section of an aggregate population, which is the representative subset, at one specific point

in time (Wang & Cheng, 2020; Zuleika & Siswo, 2022). Cross-sectional research design is the

most appropriate design for this study as it allows for a detailed investigation of the impact of

knowledge management practices on performance of German Government funded Non-

Governmental Organizations (NGOs) in Kenya.

3.5 Study Variables

The independent variables of the study are knowledge creation practices, knowledge sharing

practices, knowledge capturing practices, knowledge utilization practices and knowledge transfer

practices. The dependent variable of the study is organization performance of NGOs. The

xxiv
intervening variables of the study are organizational culture, organizational policies,

technological infrastructure, leadership support and organizational structure.

3.5 Study Location

The location of the study will be Nairobi at the Headquarters of German Funded NGOs in Kenya

namely Global Living, Konrad Adenager Stiftung, DAAD, Leben & Lernen in Kenya,

Welthungerhilfe, FES Kenya, German Kenyan Cooperative Development (GKCD) and Deutsche

Gesellschaft für Internationale Zusammenarbeit (GIZ).

3.6 Target Population

The target population for the study will include the management and staff of Global Living,

Konrad Adenager Stiftung, DAAD, Leben & Lernen in Kenya, Welthungerhilfe, FES Kenya,

German Kenyan Cooperative Development (GKCD) and Deutsche Gesellschaft für

Internationale Zusammenarbeit (GIZ). Thus, the target population of the study is 645 members of

staff dealing with knowledge management in the various organizations.

3.7 Sampling

3.7.1 Sampling Technique

The sampling process will use the stratified random sampling technique based on a weighted

method in the allocation of a specific quota of the sample population to each German-funded

NGO that will be involved proportionately. The stratification of the targeted respondents will

based on dividing the sample frame based on the representative number of respondents

proportionately from all the NGOs involved in the study (Bisht, 2024). In each stratum, a simple

random sampling technique will be used to select study participants into the sample to avoid

bias.

xxv
3.7.2 Sample Size

Sample size determination will be done using Glenn Israel’s Sample size determination table

(Israel, 1992). This is justified based on the proposition that sample size can be determined by

using published sample size determination tables that have been developed using approved

sample size formulas to derive a representative sample frame (Kadam & Bhalerao, 2010).

Sample size determination tables published in scholarly works can be used justifiably in

determining a sample size (Bujang, 2021). From a population frame of 645, following the

proposition of Glenn Israel, a sample population of 255 will be sufficient to get a confidence

level of 95% (Israel, 1992). This is given as follows in the below

Size of Population Sample Size (n) for Precision (e) of:

+3% +5% +7% +10%

500 A 222 145 83

600 A 240 152 86

700 A 255 158 88

800 A 267 163 89

900 A 277 166 90

1,000 A 286 169 91

2,000 714 333 185 95

3,000 811 353 191 97

4,000 870 364 194 98

5,000 909 370 196 98

xxvi
 6,000 938 375 197 99

7,000 959 378 198 99

8,000 976 381 199 99

9,000 989 383 200 99

10,000 1,000 385 200 99

15,000 1,034 390 201 100

20,000 1,053 392 204 100

25,000 1,064 394 204 100

50,000 1,087 397 204 100

100,000> 1099 398 204 100

a = Assumption of normal population is poor (Yamane, 1967). The entire population

should be sampled.

Based on stratified proportionate sampling technique, the sample size from each organization is

given as follows.

Table 3.2: Sample Size

Sampling Unit Number Procedure Sample Size

Global Living 37 37/645*255 15

Konrad Adenager Stiftung 65 65/645*255 26

Leben & Lernen in Kenya 55 55/645*255 21

Welthungerhilfe 139 139/645*255 55

FES Kenya 83 83/645*255 33

xxvii
 GKCD 43 43/645*255 17

GIZ 151 151/645*255 60

DAAD 72 72/645*255 28

TOTAL 645 255

3.8 Pretest

The study will conduct a pilot study to determine the feasibility of the study as well as determine

the validity and reliability of the research data collection tools (Malmqvist et al., 2019). A pilot

study is conducted to test the reliability and validity of the data collection instrument before the

actual data collection is done. 10% of the study sample will be used for piloting the

questionnaires since Mugenda & Mugenda (2008) recommends 10% of the sample size as being

adequate for testing to standardize the research instrument. In line with this, the research

instrument will be pre-tested in a pilot study that will be carried out in USAID Kenya to

ascertain the level of reliability and validity. This will also ensure that the researcher does not

tamper with the target population. The study sample for pilot study will be 10% of the total

sample (10 study participants).

3.9 Validity and Reliability

The reliability of the data collection instruments will be ascertained using Cronbach Alpha

Coefficient Analysis. For all the variables under study, Cronbach alpha will be computed to test

the level of internal consistency. The data collection tools will only be adjudged as reliable if

they yield a reliability coefficient of measure of 0.7> (Bolarinwa, 2015; Taherdoost, 2016).

Based on this principle, variables that will yield reliability coefficients of 0.70 and above will be

xxviii
considered reliable. Those that will have lower reliability coefficients will be deleted or

reformulated.

Content validity will be ascertained by the use of experts in the field of study. The supervisors

assigned to guide the researcher by Rongo University will be will be deemed as the experts who

will confirm the content validity of the research instruments. This study will employ content

validity to assess the accuracy, meaningfulness, appeal and appearance of the instruments for

data collection. Content validity refers to the subjective agreement among professionals that a

scale logically appears to reflect accuracy in what it purports to measure (Kothari, 2017). Their

suggestions and comments will be used as a basis to modify the research items and make them

adaptable to the study.

3.10 Data Management

3.10.1 Data Collection Techniques

The following research instruments will be used to collect data. It should be noted preference in

the use of questionnaires and expert interviews guided by the interview schedule will be given

for the primary collection of data while document analysis will also be conducted to get further

detailed information that is relevant to the dictates of this study in satisfying the intents of the

research objectives. The questionnaire and interview schedule as will be the main data collection

tools because the respondents are literate, and they are easy to administer since the researcher

does not need to be physically present when the respondents are filling the questionnaire hence

providing the respondents with a free conducive atmosphere (Interview and Interview-Schedules,

2019; Knott et al., 2022).

xxix
3.10.1.1 Questionnaires: The use of questionnaires involves either the researcher administering

the questionnaires directly to the respondents or allow the respondents to self-administer the

questionnaires and collect the filled-up questionnaires from them (Cleave, 2023; Interview and

Interview-Schedules, 2019). Interviews can be administered in person, via mail, phone

interviews, online platforms, or mobile applications. They will be used to gather quantitative data

on attitudes, opinions, behaviors, and demographics from a large sample of respondents. A semi-

structured questionnaire will be used as a tool for primary data collection for the staff.

3.10.1.2 Interviews: The study will use expert interviews that will be guided by interview

schedules (Liem, 2018). The interviews will be conducted by the researcher through direct

personal interaction either physically or using online social media platforms and the actual

respondents where detailed qualitative and quantitative data will be collected. Interviews will be

structured, semi-structured, or unstructured, depending on the level of flexibility and depth

required. They will be useful for exploring complex issues, understanding perspectives, and

obtaining rich, in-depth insights from participants.

3.10.1.3 Document Analysis: Document analysis will involve reviewing and analyzing existing

documents, records, texts, or artifacts to extract relevant information and insights. Various types

of documents will be considered and analyzed in the conduct of the research. These documents

are inclusive of, but not limited to books, journals, written reports, published and unpublished

thesis, articles and magazines, official records, newspapers, emails, social media posts, and

historical archives. Document analysis will provide valuable context, historical perspectives, and

secondary data for research and analysis purposes.

xxx
3.10.2 Data Collection Procedure

The researcher will request for an introductory letter from Rongo University to be used for the

application of the research permit from the National Council of Science and Technology and

Innovation (NACOSTI). In addition, the researcher will seek for clearance from the University

Ethical Review Committee. A courtesy call will be made to the respective NGOs before the

research starts. The interviewees will also be informed in advance before the data collection date.

The researcher will visit the targeted NGOs and issue out questionnaires using drop and pick

method. Once filled in, the researcher will collect them after a week to give the participants

adequate time to fill them in.

3.11 Data Analysis

This study will collect both quantitative and qualitative data. After data collection, collected data

will be crosschecked and verified for errors, completeness, and consistency. Collected data will

be analyzed using Statistical Package for Social Sciences (SPSS 23). This study will use

descriptive and inferential statistics. Findings from descriptive statistics will be presented using

frequency tables and charts and inferential statistics will employ the use of Pearson’s Correlation

Coefficient to determine the presence of significant relationships between the key variables of

interest in the study where results with a coefficient measure of R. 0.5> will be considered

significant.

3.12 Ethical Considerations

The study will consider all the ethical research guidelines that provide the framework for

conducting the study. The researcher will obtain consent from the respondents and ensure that all

the respondents participate voluntarily in the study. Privacy and anonymity of the respondents

will be maintained through the study. Openness and honest disclosure of information concerning

xxxi
the purpose and benefits of the research to the respondents will also be maintained (Zikmund,

2020).

xxxii
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APPENDICES

Appendix 1: Introduction Letter

To Whom It May Concern

xl
Dear Sir/Madam,

RE: COLLLECTION OF DATA

I am a PhD student in Department of Information Science and Informatics at Rongo University.

As part of the requirement for the award of the degree, I am expected to undertake a research

study on “Unlocking Organizational Potential: Exploring Knowledge Management

Practices And Performance In German-Funded Non-Governmental Organizations In

Kenya.”

I am therefore, seeking your assistance to fill the questionnaires attached. The attached

questionnaire will take about twenty minutes to complete. Kindly answer all the questions. The

research results will be used for academic purposes only and will be treated with utmost

confidentiality. Only summary results will be made public. No one, except the institution will

have access to these records. Should you require the summary, kindly indicate so at the end of

the questionnaire. A self-addressed envelope is provided for your reply. Your cooperation will be

appreciated.

Yours sincerely,

COPYCAT LAZY

Appendix II: Questionnaire

Consent

Do you consent to participate in this research study?

xli
Yes ( ) No ( )

…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
……………………………………………………………………………………

11. What do you think can be done to improve knowledge management practices and
organizational performance in your NGO?

………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………

THANK YOU

xlii
NEXUS OF KNOWLEDGE MANAGEMENT PRACTICES WITH THE PERFORMANCES OF
GERMAN-FUNDED NON-GOVERNMENTAL ORGANIZATIONS IN KENYA

1.1 Background of the Study

The key role of knowledge management practices is to provide organizations with the functional abilities
for the effective and efficient administration of information and the related resources, that ultimately leads
to the library user’s resolution of problems and good decision-making (Yazdani et al., 2020). While the
library seeks to intercept their users’ information needs, they have to get personal data related to the users
in terms of their personal data in order to provide their specific information needs. The performance of
the institutions reflects how well they are suited in addressing the information needs of their users, and
achieving organizational targets. The performance of the institutional libraries must contextualize the
issue of promoting, protecting and fulfilling the rights of the individuals who have entrusted their
personal information to the custody of the library.

There are various factors that must be taken into account when examining knowledge management
processes and the rights of the individuals. One needs to be cognizant of the fact that knowledge
acquisition for the library is dependent on institutional broader objectives, and the individual specific
needs of every user, that are subject to the requirements of the library (Tripathy, 2022). In that case, the
library is a shrine of knowledge repository and storage, culminating with disseminating this information
to the library client as an end user (Ononogbo et al., 2012). Decisions are based on the merit of available
information, and in that case, libraries in tertiary learning institutions are subject to regulations that
require them to conform to concerns of protecting the privacy of the library users in the way they
undertake their operations. Institutional libraries have to provide a matrix of information and information
products that is specific to its various goals. It may require that the operations of the library combine
various sub-groups of information niches which cumulatively compose library system information that
can be availed to its users. The quality of this information is reflected in the scholarly outputs of these
institutions in terms of research, student evaluation in exams, adding value to scholarly endeavors within
the institution and with relevant partners and stakeholders. In this way the concept of information sharing
is another attribute that should be added over and above the ability of the library to perform its tasks.

Organizational information management is the management of knowledge through the acquisition,

development, control, use, sharing and updating of employees' knowledge and is expanded to improve
organizational performance. The aim of knowledge management is to create a good environment for
learning and sharing knowledge. Its central theme in focus is to ensure that the organization’s target
library users can learn, store and use information resources in existing applications as needed.

The Information services and products of the library, which are the outcome of its knowledge
management system, are used as information inputs for the organizational knowledge Management
system of the whole organization. The basic goal of knowledge management within libraries is to
leverage the available knowledge that may help librarians to carry out their tasks more efficiently and
effectively. Knowledge management is a viable means in which libraries improve their services in the
present knowledge era and can help transform the library into a more efficient, knowledge sharing
organization. Most knowledge management practices in use are; partnerships

xliii
with other libraries, consortium formation, knowledge sharing, collaborative work, team creation, regular
staff interaction, promotion of organization culture, motivation of staff for innovations, ICT applications,
and the primary target should be the end user, the end user of the library services. This therefore requires
the integration of privacy measures in the knowledge management systems of libraries in ensuring that
the provisions of the United Nations Declaration on Human Rights Article 12 are highly observed
(Humphrey, 1949; United Nations, 2024). This will also demand the inclusion of Article 31 of the Kenya
constitution that specify the need to enforce the rights of privacy and confidentiality of each and every
individual in all situations (Constitution of Kenya, 2010). This compels libraries in tertiary institutions to
abide by this constitutional requirement in the way they solicit for, and use library users’ personal data of
its users in delivering the necessary services for them.

Various studies demonstrate that knowledge management that is aided by automated processes improve
performance of the said organizations. Improvements in innovation performance where investment
increased towards technological systems, mechanisms and tools that are automated (Susanty et al., 2018).
With automation, AI comes into play, and as this improvement increases in the functionability of the
libraries, the question of personal data protection for library users increases. Furthermore, knowledge
management practices have positive effects on business strategies, and must influence the overall
attainment of organizational goals positively. Knowledge management has the objective of administrating
available knowledge towards undertaking certain functions (Eltayeb & Kadoda, 2017).

Kithuka (2020) conducted a study on the effect of knowledge management practices on the performance
of Solidaridad Eastern and Central Africa, Kenya office. The study established that knowledge
management practices significantly and positively influenced the performance of Solidaridad
International, East and Central Africa, Kenya Offices. Ngatia (2019) conducted a study to determine the
types of knowledge at the Kenya Revenue Authority, to find the knowledge management enablers at the
Kenya Revenue Authority and to determine the measures taken by the Kenya Revenue Authority to
manage the knowledge and improve its performance. The study revealed that, KRA has introduced
knowledge management in its operations with a mean of 5.1 and a coefficient of variation of 0.21.

Wairimu (2018) conducted a study to determine knowledge creation practices and performance of
agricultural cooperative societies in Thika Sub-County. The research adopted a descriptive survey design.
From the findings, R was 0.931, R square was 0.92 and adjusted R squared was 0.717. An R square of
0.92 implies that 92% of changes on performance of agricultural cooperative societies are explained by
the independent variables (Knowledge Preservation practices, Knowledge Sharing practices and
Knowledge utilization practices) of the study. Osome (2018) conducted a study that sought to establish
the influence of knowledge management on the performance of KPMG, Kenya. The study found out that
knowledge creation significantly influenced firm performance, knowledge sharing significantly
influenced firm performance, knowledge storage significantly influenced firm performance and
knowledge dissemination significantly influenced performance.

Cumari (2018) linked the practices of knowledge management and Kenya Bureau of Standards’ (KEBS)
performance. The study found that the company supported knowledge development, sharing, storage and
retrieval efforts, and dissemination, resulting in high performance in terms of delivering services. In terms
of application of the created knowledge, the study found that using the collected information is the only
way that KEBS can offer high quality services to its stakeholders. Knowledge application is simply the
level of usage of the learning assets which includes capacity, recovery, execution and sharing across the

xliv
different organization’s operational areas. Inculcation of knowledge management culture and the adoption
of technology as an enabler within the KEBS operations will lead to high performance in the firm.

1.3 Statement of the Problem

Knowledge management is an important aspect that is needed in ensuring that organizations have the
relevant information to achieve their overall objectives in the world of dynamics. The methods that
organizations weave together to constitute their knowledge management practices delineates the strategies
that they use in handling information as a resource for the organizational performance in terms of how it
will affect their aggregate objectives as an organization. In that regard there is a need to manage this
information for the benefit of German-funded NGOs that operate in Kenya to ensure that the
administrative and functional goals of these entities are achieved through improved and sustained
performance. In Kenya, the management of knowledge is usually examined on the basis of the outcomes
of institutions of learning, government agencies and business organizations. A review of available
literature demonstrates that little has been done to examine knowledge management in the context of
Germany-funded NGOs in meeting their overall objectives and measured through performance metrics. In
that regard, this study identifies this issue as a study problem that merits the research to be undertaken in
filling this gap in the existing body of knowledge regarding knowledge management and understanding
its connection to organizational performances in the context of German funded NGOs.

1.4 Research Objectives

1.4.1 Broad Objective

The broad objective of the study is to investigate the relationship between knowledge management
practices and organizational performance within German-funded Non-Governmental Organizations in
Kenya.

1.4.2 Specific Objectives

The research objectives for the study are given as follows.

1. Identify knowledge management strategies and approaches used by institutional libraries in the
context of donor-funded NGOs in Kenya

2. Evaluate the effectiveness of the knowledge management strategies and approaches on the
performance of library users in the context of donor-funded NGOs in Kenya

3. Evaluate the challenges facing implementation of knowledge management practices by German

funded Non-Governmental Organizations (NGOs) in Kenya

4. Propose remedies for addressing the deficits of the knowledge management practices used by
donor-funded NGOs libraries in Kenya.

1.5 Research Questions

The research questions for the study are given as follows.

xlv
1. What are the knowledge management strategies and approaches used by institutional libraries in
the context of donor-funded NGOs in Kenya?

2. How effective are these knowledge management strategies and approaches on the performance of
library users in the context of donor-funded NGOs in Kenya?

3. What are the challenges facing implementation of knowledge management practices by German
funded Non-Governmental Organizations (NGOs) in Kenya?

4. What remedies can be proposed for addressing the deficits of the knowledge management
practices used by donor-funded NGOs libraries in Kenya

1.6 Significance of the Study

study focuses on examining the connection between knowledge management and performance of NGOs
that are funded by the German government. This study will provide findings that will inform how the
funding from the German government aids in helping these NGOs administrate their knowledge to
leverage on increased output in terms of using the knowledge to achieve organizational goals. The
findings of the study, in this sense, will provide the relevant stakeholders involved in decision making on
matters of knowledge management and organizational use of knowledge resources in developing better
policies and practices that respond to the goals of the NGO and the funding intents of the Germany
government.

Apart from informing the decision and policy matters at institutional levels in the NGOs and the Germany
government, the findings of the study will further provide information that will be a welcome addition to
the scholarly discourses of how knowledge management is impacted by funding issues in the NGO sector.
This will lead to development of a better understanding of the subject area and improve the knowledge
content and depth of the academia in terms of funding concerns and the performance of NGOs in
achieving their designated goals when collaborating with funding entities, and more specifically in this
study, the German government. Furthermore, for the academia, the study findings will also suggest
further areas for research in a bid to expand the knowledge of, and understanding, the issues related to
knowledge management and efficacy in of organizational performances as supported by good knowledge
management practices due to funding benefits at their disposal. Lastly, the study will offer policy and
methodological recommendations that are aimed at improving the efficiency of knowledge management
systems so that they are sustainable, resilient and respond to the actual organizational needs in the way
they operate and perform in meeting organizational goals.

1.8 Limitations of the Study

The study will focus only on NGOs that are funded by the German government in Kenya and will not
consider NGOs that are of the same nature in other countries, or those that are funded by other entities
other than the German government in Kenya. In this sense, the generalizations that may be drawn from
the study may not be applicable to the knowledge management practices of non-German funded NGOs
both with and outside Kenya.

1.9 Justification

xlvi
The study focuses on examining the connection between knowledge management and performance of
NGOs that are funded by the German government. This study will provide findings that will8inform how
the funding from the German government aids in helping these NGOs administrate their knowledge to
leverage on increased output in terms of using the knowledge to achieve organizational goals. The
findings of the study, in this sense, will provide the relevant stakeholders involved in decision making on
matters of knowledge management and organizational use of knowledge resources in developing better
policies and practices that respond to the goals of the NGO and the funding intents of the Germany
government.

Apart from informing the decision and policy matters at institutional levels in the NGOs and the Germany
government, the findings of the study will further provide information that will be a welcome addition to
the scholarly discourses of how knowledge management is impacted by funding issues in the NGO sector.
This will lead to development of a better understanding of the subject area and improve the knowledge
content and depth of the academia in terms of funding concerns and the performance of NGOs in
achieving their designated goals when collaborating with funding entities, and more specifically in this
study, the German government. Furthermore, for the academia, the study findings will also suggest
further areas for research in a bid to expand the knowledge of, and understanding the issues related to
knowledge management and efficacy in of organizational performances as supported by good knowledge
management practices due to funding benefits at their disposal. Lastly, the study will offer policy and
methodological recommendations that are aimed to improved the efficiency of knowledge management
systems so that they are sustainable, resilient and respond to the actual organizational needs in the way
they operate and perform in meeting organizational goals.

Stell Literature Review

The library, as part of the organization, must determine the information required for the operation of the
parent organization's product and service processes. Lyles and Salk (2021) found a positive and
significant relationship between knowledge acquisition and organizational performance. Knowledge
capturing is the ability of an organizational to properly store the available knowledge in their manuals and
databases for future reference. Wamundila (2018) stated that knowledge acquisition occurs through
training and development, recruitment and after-action reviews. Knowledge sharing is exchanging
knowledge among employees in an organization (Ismail & Chua, 2018). Knowledge sharing involves
identification of knowledge and increases of knowledge among the management and employees for the
benefit of the organization. Knowledge sharing can be enhanced through motivation, job security and
healthy reward systems. Advanced information technologies like intranet, web 2.0 technologies and
internet encourage knowledge sharing among employees.

Institutions of higher learning are centers for knowledge creation, distribution, and generation. According
to Cranfield (2019), higher education has been forced to undergo several transformations due to some
external pressures like market competition, new roles, and functions of a university and virtualization and
internalization of universities. Institutions of higher learning are also facing stiff competition and
financial constraints which facilitates the desire to have effective knowledge management programme
among university staff to improve organizational efficiency, increase competitive advantage as well as
employee productivity. Research conducted by Polland (2020) on knowledge management among

xlvii
institutions of higher education in the UK established that higher education institutions were embracing
the new information era and acknowledging that new managerial methods and tools needed to be used to
enhance the competitive advantage of their institutions. The research further indicated that there was
significant knowledge management awareness and practices among higher education institutions in the
UK.

EXAMINING MULTI-DIMENSIONAL APPROACH TO KNOWLEDGE

MANAGEMENT STRATEGIES INFLUENCES ON ORGANIZATIONAL
PERFORMANCE OF GERMANY-FUNDED NGOs IN KENYA

JUNE, 2024

xlviii
 DECLARATION

Declaration by the Student

This research proposal is my original work and has not been presented for a degree in any other

university or for any other award.

Signature…………………… Date……………………………………

ADM. NO:……………………………………….

Declaration by the Supervisor

We confirm that the work reported in this research proposal was carried out by the candidate
under our supervision.

Name……………………………………………………………………………………..
Lecturer
Rongo University
Signature…………………………………………………………………………………
Date……………………………………………………………………………………….

Name……………………………………………………………………………………..
Lecturer
Rongo University
Signature…………………………………………………………………………………
Date……………………………………………………………………………………….

ii
DEDICATION

iii
ACKNOWLEDGEMENT

iv
 ABSTRACT

Germany government-sponsored NGOs in Kenya play a significant role education, good

governance, sustainable energy and humanitarian interventions in times of crisis. Similar to other
organizations, the Germany-funded NGOs in Kenya operate with defined organizational
structures anchored on management and operational knowledge systems. Success and
importance of these NGOS to target populations is determined by multiple factors among them
being the strategies they use to create and manage internal knowledge. This study proposes to
examine these knowledge management strategies from a multidimensional approach to
determine efficacy and resultant performance output among the organizations. The objectives of
the study are (1) to establish the strategic role senior management plays in organizational
knowledge management (2) to determine cultural and organizational values that influence
knowledge management strategies among the NGOs (3) to assess the efficacy of information
technology infrastructure employed in knowledge management operations among the NGOs (4)
to establish the strategies used to measure results of performance using internal organizational
knowledge management strategies by the NGOs and (5) to determine the alignment of these
multidimensional approaches to knowledge management strategies with the overall performance
of the NGOs in Kenya. The study will be guided by the Organizational Knowledge Management
Theory adapted and developed by Nonaka amd Tekauchi (1995). The study will employ a
mixed-method research design. The target population will consist of 8 German-funded NGOs
operating in Kenya at the time of this research. 40 staff working at senior managerial level, 24
members working in information technology departments and 8 Human Resource management
staff will also be part of the population. Proportionate Sampling Design will be used. Data will
be collected using document analysis, expert interviews and interview schedule guide. Analysis
of the data will be done using contextual and thematic analysis and organized according to
emergent themes. All the objectives will be tested using Pearson’s Correlation to determine any
significant linear correlation (R= 0.5>) The findings of the study will be useful to organizations
in the implementation of knowledge management strategies from a multidimensional approach to
ensure alignment with organizational goals for optimal performance. It is hoped that from the
findings of this study, organizations will have more efficient and deliberately directed strategies
not just of generating knowledge but also for its application in organizational success.

v
 TABLE OF CONTENTS
DECLARATION...........................................................................................................................ii
DEDICATION..............................................................................................................................iii
ACKNOWLEDGEMENT...........................................................................................................iv
ABSTRACT....................................................................................................................................v
LIST OF TABLES......................................................................................................................viii
LIST OF FIGURES......................................................................................................................ix
LIST OF ABBREVIATIONS.......................................................................................................x
CHAPTER ONE............................................................................................................................1
INTRODUCTION.........................................................................................................................1
1.1 Background of the Study...........................................................................................................1
1.2 Problem Statement.....................................................................................................................6
1.3 Justification................................................................................................................................8
1.4 Research Objectives...................................................................................................................9
1.4.1 Broad Objective......................................................................................................................9
1.4.2 Specific Objectives.................................................................................................................9
1.5 Research Questions....................................................................................................................9
1.6 Significance of the Study.........................................................................................................10
1.7 Limitations of the Study..........................................................................................................11
1.8 Scope of the Study...................................................................................................................11
CHAPTER TWO.........................................................................................................................12
LITERATURE REVIEW...........................................................................................................12
2.1 Introduction..............................................................................................................................12
2.2 Review of Variables................................................................................................................12
2.2.1 Factors that Influence Adoption of Knowledge Management Practices..............................12
2.2.2 Knowledge Management Practices and Organisational Performance..................................13
2.2.2.2 Knowledge Sharing Practices and Organisational Performance.......................................15
2.2.2.3 Knowledge Capturing Practices and Organisational Performance....................................17
2.2.2.4 Knowledge Transfer Practices and Organisational Performance......................................18
2.2.2.5 Knowledge Utilization Practices and Organisational Performance...................................19
2.2.3 Knowledge Management Implementation Challenges and Organisational Performance....21

vi
2.2.4 Knowledge Management Enhancement Strategies and Organisational Performance..........22
2.3 Theoretical Framework............................................................................................................25
2.3.1 Resource Based View Theory..............................................................................................25
2.4 Conceptual Framework............................................................................................................26
2.5 Summary of Literature Review/Knowledge Gap....................................................................27
CHAPTER THREE.....................................................................................................................29
METHODOLOGY......................................................................................................................29
3.1 Research Philosophy................................................................................................................29
3.2 Research Approach..................................................................................................................29
3.3 Research Design......................................................................................................................29
3.4 Study Variables........................................................................................................................30
3.5 Study Location.........................................................................................................................30
3.6 Target Population.....................................................................................................................30
3.7 Sampling..................................................................................................................................31
3.7.1 Sampling Technique.............................................................................................................31
3.7.2 Sample Size..........................................................................................................................31
3.8 Pretest......................................................................................................................................33
3.9 Validity and Reliability............................................................................................................33
3.10 Data Management..................................................................................................................34
3.10.1 Data Collection Techniques................................................................................................34
3.10.2 Data Collection Procedure..................................................................................................35
3.11 Data Analysis.........................................................................................................................36
3.12 Ethical Considerations...........................................................................................................36
REFERENCES............................................................................................................................37
APPENDICES..............................................................................................................................41
Appendix 1: Introduction Letter....................................................................................................41
Appendix II: Questionnaire...........................................................................................................42
Appendix III: Interview Schedule.................................................................................................54
Appendix IV: Work Plan...............................................................................................................58
Appendix V: Research Budget......................................................................................................59

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 LIST OF TABLES

Table 3.1: Target Population.......................................................Error: Reference source not found

Table 3.2: Sample Size................................................................Error: Reference source not found

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 LIST OF FIGURES

Figure 2.1: Conceptual Framework............................................ Error: Reference source not found

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 LIST OF ABBREVIATIONS

CADE Centre for Academic Development

FES KENYA Friedrich-Ebert-Stiftung Kenya

GIZ Gesellschaft für Internationale Zusammenarbeit

GKCD German Kenyan Cooperative Development a

ICT Information and Communication Technology

KEBS Kenya Bureau of Standards

KEMRI Kenya Medical Research Institute

KM Knowledge Management

KPMG Klynveld Peat Marwick Goerdeler

KRA Kenya Revenue Authority

NACOSTI National Council of Science and Technology and Innovation

NGO Non-governmental Organization

SMEs Small and Medium Enterprises

SPSS Statistical Package for Social Sciences

UK United Kingdom

USAID United States of America International Development

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Operational definition of terms

To be inlcuded as writing progresses

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 CHAPTER ONE

INTRODUCTION

Background of the StudyThe key role of KM practices is to provide organizations with the

functional abilities for the effective and efficient administration of information and the related

resources, that ultimately lead to the library user’s resolution of problems and good decision-

making (Yazdani et al., 2020). There are various factors that must be taken into account when

examining KM processes and the rights of the individuals. One needs to be cognizant of the fact

that knowledge acquisition for the library is dependent on institutional broader objectives, and

the individual specific needs of every user, that are subject to the requirements of the library

(Tripathy, 2022). Furthermore, knowledge management practices have positive effects on

business strategies, and must influence the overall attainment of organizational goals positively.

Knowledge management has the objective of administrating available knowledge towards

undertaking certain functions (Eltayeb & Kadoda, 2017).

KM is a significant resource for institutions to gain competitive advantage. Effective KM

practices are required for an organization to attract and retain high-quality staff, gain competitive

advantage, be innovative and develop high standard programs. Studies have shown that

knowledge management practices hav a strong and positive effect on organizational performance

performance (Ongus, Aminga, Nyamboga & Okello, 2013; Wamundila, 2018; Gakuo & Rotich,

2017; Kinyua, Muathe & Kilika, 2015; Chweya, Ochieng, Ojera & Riwo-Abudho, 2014).

1.2 Problem statement

In Kenya, various Non-Governmental Organizations (NGOs) with varying support from different

countries and agencies operate. They target different intervention areas informed by the interests

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or regional and global interests of the funding entities. The Government of Germany through the

German Federal Ministry for Economic Cooperation and Development (GFMECD) in

partnerships with the Kenyan Government, a number of NGOs that receive direct funding from

the German Government have been established. They incude; Global Living, Konrad Adenager

Stiftung, DAAD, Leben & Lernen in Kenya, Welthungerhilfe, FES Kenya, German Kenyan

Cooperative Development (GKCD) and Deutsche Gesellschaft für Internationale

Zusammenarbeit (GIZ).

To be able to determine the success and influence of these organization against their licensed

mandates, various aspects of their operations have to be studied. When it comes to training, there

is evidence that the Government of Germany facilitates rigorous and intense trainings and

capacity development sessions both locally and internationally. This is aimed at enhancing their

knowledge and skills such as on-job training workshops, international staff exchange programs,

career advancement opportunities with the goal of positively impacting on the overall

performance of the NGOs (GIZ Newsletter, 2023; GKCD Newsletter 2022).

This study finds that there is evidence provided through information within the donor literature

that points to intentional efforts aimed at equipping human resource capacities in these

organizations with requisite varieties of knowledge. However, management of this knowledge in

terms of acquiring, generating, storing and converting it into an asset that can catalyse optimum

performance still remains an area not extensively navigated by academic research commitments.

It is from that standpoint that this study is premised.

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1.3 Statement of the Problem

Non-Governmental Organizations exist to address specific focus areas in their jurisdictions of

operation. In Kenya these NGOs engage in various projects ranging from food security in

agricultural sector, innovative technologies, improvement of market access, provision of

scholarships for tertiary education and connecting donors with grass roots projects. Others

include promoting democracy and rule of law, fostering international exchange of students and

researchers, provision of development and humanitarian aid and provision of technical and

financial support in various sectors among other critical areas towards improvement of

livelihoods (BMZ Newsletter, 2023). Evidence available has shown that in the execution of their

mandate, not all the NGOs have succeeded. Some down-scale on projects while others

completely cease operational engagements with their initially targeted populations and sectors.

This is despite the fact that these organizations receive significant financial and logistical support

from the parent country to engage in the various missions of focus. Following this reality, studies

have attempted to establish factors that determine performance and success of these

organizations. However, the focus has been directed at the management of finances received,

lack of co-operation and interference from local political and leadership dynamics. Knowledge

Management as one of the major factors continues to receive selected-variable approaches. Yet,

to succeed, these organizations significantly rely on knowledge of several fundamental variables

that inform their mandate. These include; environments in which they operate, scope, gravity of

situations, cultural mosaics and local human resource. Some of the knowledge required is either

internally generated or externally adopted and tailored to suit organizational situations and

dynamics to be able to assist to leverage performance on empirical data.A comprehensive study

into the inter-play of all significant factors related to Knowledge Management, the synergies that

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evolve this interplay and their collective alignment to organizational still needs deliberate and

intentional attention. Given the need to examine how each factor in Knowledge Management

interrelatedly converge to determine organizational performance this study sets out to carry a

comprehensive multidimensional analysis of these factors and how their collective activity

impacts on organizational performance among German-funded NGOs operating in Kenya.

3.7.2 Sample Size

Sample size determination will be done using Glenn Israel’s Sample size determination table

(Israel, 1992). This is justified based on the proposition that sample size can be determined by

using published sample size determination tables that have been developed using approved

sample size formula to derive a representative sample frame (Kadam & Bhalerao, 2010)

3.8 Pretest

The study will conduct a pilot study to determine the feasibility of the study as well as determine

the validity and reliability of the research data collection tools (Malmqvist et al., 2019).

3.9 Validity and Reliability

The reliability of the data collection instruments will be ascertained using Cronbach Alpha

Coefficient Analysis. For all the variables under study, Cronbach alpha will be computed to test

the level of internal consistency. The data collection tools will only be adjudged as reliable if

they yield a reliability coefficient of measure of 0.7> (Bolarinwa, 2015; Taherdoost, 2016).

Based on this principle, variables that will yield reliability coefficients of 0.70 and above will be

considered reliable. Those that will have lower reliability coefficients will be deleted or

reformulated.

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Content validity will be ascertained by the use of experts in the field of study. The supervisors

assigned to guide the researcher by Rongo University will be will be deemed as the experts who

will confirm the content validity of the research instruments. This study will employ content

validity to assess the accuracy, meaningfulness, appeal and appearance of the instruments for

data collection. Content validity refers to the subjective agreement among professionals that a

scale logically appears to reflect accuracy in what it purports to measure (Kothari, 2017). Their

suggestions and comments will be used as a basis to modify the research items and make them

adaptable to the study.

3.10 Data Management

3.10.1 Data Collection Techniques

The following research instruments will be used to collect data. It should be noted preference in

the use of questionnaires and expert interviews guided by the interview schedule will be given

for the primary collection of data while document analysis will also be conducted to get further

detailed information that is relevant to the dictates of this study in satisfying the intents of the

research objectives. The questionnaire and interview schedule as will be the main data collection

tools because the respondents are literate, and they are easy to administer since the researcher

does not need to be physically present when the respondents are filling the questionnaire hence

providing the respondents with a free conducive atmosphere (Interview and Interview-Schedules,

2019; Knott et al., 2022).

3.10.1.1 Questionnaires: The use of questionnaires involves either the researcher administering

the questionnaires directly to the respondents or allow the respondents to self-administer the

questionnaires and collect the filled-up questionnaires from them (Cleave, 2023; Interview and

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Interview-Schedules, 2019). Interviews can be administered in person, via mail, phone

interviews, online platforms, or mobile applications. They will be used to gather quantitative data

on attitudes, opinions, behaviors, and demographics from a large sample of respondents. A semi-

structured questionnaire will be used as a tool for primary data collection for the staff.

3.10.1.2 Interviews: The study will use expert interviews that will be guided by interview

schedules (Liem, 2018). The interviews will be conducted by the researcher through direct

personal interaction either physically or using online social media platforms and the actual

respondents where detailed qualitative and quantitative data will be collected. Interviews will be

structured, semi-structured, or unstructured, depending on the level of flexibility and depth

required. They will be useful for exploring complex issues, understanding perspectives, and

obtaining rich, in-depth insights from participants.