Effect of Knowledge Conversion and Knowledge Application on Performance of Commercial Banks in Kenya
Kinyua, Godfrey M.
Muathe, Stephen M.A.
Kilika, James M.
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This study examines the effect of knowledge conversion and knowledge application on performance of Commercial Banks in Kenya. The four modes of knowledge conversion process comprising of socialization, externalization, combination and internalization are utilized in this study. knowledge application was measured using indicators comprising of problem solving, elaboration, efficient processes, IT support, and infusion In addition, performance was measured using non-financial indicators comprising new products, speed of response to market crises, product improvement, customer retention, and new processes. The study adopted explanatory and cross-sectional survey design. The target population of this study comprised of all the 43 Commercial Banks in Kenya. The unit of observation was the functional area in each bank. Five areas were identified in each bank comprising human resource, finance, marketing, information communication technology, and operations in each bank. This study used primary and secondary data. Primary data was collected using a semistructured questionnaire. The questionnaire was administered using the drop-and-pick later method. Secondary data was collected using document review and was used to validate information collected from the questionnaire. The response rate in this study was approximately seventy three percent which was considered sufficient for making inferences and drawing conclusions. Quantitative data was analysed using descriptive and inferential statistics. Descriptive statistics included percentages, frequencies, means, and standard deviations while inferential statistics involved regression analysis. Results from quantitative data analysis were presented using figures and tables. Qualitative data was analysed on the basis of common themes and presented in narrative form. The findings of the study established that knowledge conversion and knowledge application positively influence performance. Management of Commercial Banks should encourage interaction between employees and customers. Moreover, bank’s processes should be used to enhance understanding and translation of knowledge (explicit) into application (tacit knowledge).
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