INFLUENCE OF STRATEGIC KNOWLEDGE MANAGEMENT PRACTICES ON ORGANIZATIONAL COMPETIVENESS OF LARGE SCALE MANUFACTURING FIRMS IN NAKURU COUNTY, KENYA

Abstract

This study sought to examine the influence of strategic knowledge management practices on organizational competitiveness in large scale manufacturing firms in Nakuru County Kenya. The main focus of the study was to examine the influence of knowledge generation, the influence of knowledge transfer, the influence of knowledge management policy, influence of organizational innovation on organizational competitiveness in large scale manufacturing firms in Nakuru, Kenya. The study adopted the Resource Based view theory, Organizational Learning Theory, Competency based view theory and Unified model of dynamic knowledge creation. The study employed a descriptive research design with a quantitative approach. The target population for this study was 75 staff from the 15 large scale manufacturing firms registered by the Kenya Association of Manufacturer, licensed by county government of Nakuru and that operated in the period 2017. The study employed a purposive sampling method to select 75 staff comprising General Manager, human resource development, production and operations, marketing, research and development managers from each of the 15 large scale manufacturing firms. Primary data for this study was collected using structured questionnaires which were filled by the respondents. Collected data was analysed using both descriptive and inferential statistics with the aid of SPSS Version 22. Mean, minimum, maximum and standard deviations were used as measures of central tendencies and dispersion respectively. Multi regression analysis was used to establish the influence of strategic knowledge management practices on organizational competitiveness. Analyzed data was presented using tables with associated explanations for their clear understanding. The findings of the study showed that knowledge transfer, knowledge application and knowledge Generation and organizational innovation had a statistically significant positive influence on organizational competitiveness. However, knowledge management policy and knowledge organization did not show statistically significant influence on organizational competitiveness even though their influence was positive. The outcome of the study is expected to assist management of large scale manufacturing firms, to have an understanding on the influence of strategic knowledge management practices on organizational competitiveness, and how to adjust strategic knowledge management practices appropriately to enhance organizational innovation in manufacturing sector and to design targeted policies and programs that will actively stimulate knowledge management practices to harness continuity and competitive advantages in the firms.