Obstacles and Constraints in Practicing Knowledge Management Amongst Humanitarian Agencies in Kenya

Abstract

This study investigated the main Obstacles and Constraints in Practicing Knowledge Management amongst Humanitarian Agencies in Kenya. While knowledge and its management have generally been credited with improving productivity and establishing more effective management in the developed world, this has not been the case with many other countries in Africa and Kenya in particular. The large divide between the economically advanced knowledge-based regions and the developing regions has meant that Kenya, like most other countries in Africa, has not as yet effectively integrated knowledge management into its humanitarian agencies. The study population was 10,487 employees from 40 humanitarian agencies in Kenya. The sample size of the study was consisting of 375 employees. All employees of the 40 agencies targeted were stratified into management and junior staff for purposes of this study. Purposive sampling was then used to sample management staff. Proportionate simple random sampling techniques were used to sample employees at the junior category through a table of random numbers. Statistical tools such as cross-tabulation and frequency tables were used to analyze the data. Both the primary and secondary data were collected using structured questionnaires, interviews, observation check lists. This study adopted a descriptive research design. The study used resource-based view and theory of knowledge management for competitive advantage as its theoretical basis. The findings indicated that while culture is one of the most important enablers affecting knowledge management, integration with employee empowerment, information technology and management leadership commitment may assist to overcome cultural barriers and provide a stronger contribution to competitive advantage. The study also confirmed that humanitarian agencies have experienced obstacles and constraints including restricted resources and financial challenges which impede the development and advancement of knowledge management. The study recommends that humanitarian agencies need to review institutional, management and operational structures to remove impediments to knowledge management. The agencies also need to perform technological audits regularly to ensure the validity of technology used within their agencies. The study further recommends that management and leadership of the humanitarian agencies in Kenya need to strengthen the financial allocation to knowledge management programmes and projects. There is need to increase agency commitment to an open, collaborative and team-orientated culture with more platforms for knowledge mobilization, dissemination and utility. It is envisaged that this study will help humanitarian agencies to prioritize inclusion of knowledge management systems in their policy frameworks. Consequently, they will adopt and utilize the strategic resources, especially the notion of knowledge management in the creation of sustainable competitive advantage.