Naster Ruth Wambulwa, Dr. Anne Marie Wairimu Mungai


Effective knowledge management (KM) practices are critical for organizations to stay competitive in today's rapidly changing business environment. However, despite the significant resources invested in KM initiatives by many organizations, it is unclear whether these initiatives have led to improved organizational performance. KENIA recognizes the importance of knowledge management in promoting innovation and has implemented various KM practices to enhance its performance. However, there is no empirical evidence to support the claim that these initiatives have led to improved performance. This study therefore sought to establish the effect of knowledge management processes on performance of Kenya National Innovation Agency (KeNIA). The study was guided by the following specific objectives; to examine the effect of knowledge capture on performance of Kenya National Innovation Agency and to determine the effect knowledge protection on performance of Kenya National Innovation Agency. The study adopted a cross-sectional research design. The study targeted the employees at KeNIA. Therefore, the study population was 1500 employees of KeNIA. The Yamane formula was adopted to calculate the study sample size of 316 respondents. The study used a simple random sampling in selecting the sample from study population. Data was collected using  semi-structured questionnaires. The pilot group was 32 individuals which represent 10% of the total study sample size. The pilot group was excluded from the final study. Quantitative data collected was analyzed using SPSS Version 28. The findings were presented in tables. Validity results show that all the variables had AVE values of above 0.5 and indication that they were valid. Also, all the variables had Cronbach alpha values of above 0.7 an indication that reliability was met. The study found that knowledge management processes significantly influence the performance of the Kenya National Innovation Agency (KeNIA). Specifically, knowledge capture (β = 0.241, p < 0.001), and knowledge protection (β = 0.252, p < 0.001) show positive associations with organizational performance. Based on the findings, it is recommended that KeNIA prioritize investments in enhancing knowledge management processes. This includes implementing robust systems for capture and protection to leverage the organization's intellectual capital effectively.

Key Words: knowledge management processes, knowledge capture, knowledge protection, performance of Kenya National Innovation Agency

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