The Effect of Knowledge Management on Sustainable Competitive Advantage Amongst Charitable Organizations in Kenya-Case of CARE International in Kenya (CIK)
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Date
2014-07-16
Authors
Abebe, Jack Onyisi
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Abstract
The purpose of this study was to present the effect of Knowledge Management on Sustainable
Competitive Advantage using Knowledge Management enablers. A substantial part of the study
was dedicated to providing a detailed analysis of Employee empowerment, Information
Technology Systems, Organizational Culture, Top Management Leadership Commitment and
Organizational Strategy and their influence on Sustainable Competitive Advantage. A
framework synthesized from a review of the literature was offered. Although each of these were
viewed as critical to the success of the entire process when examined individually, they were
considered most influential when viewed as forming a comprehensive gestalt for effectively
managing knowledge. A case study of CARE International in Kenya (CIK) was carried out.
The objectives of study were; to find out how employee empowerment influences SCA in CIK,
to assess how information technology systems affect SCA in CIK, to find out how organizational
culture affects SCA in CIK, to assess the effect of management leadership commitment on SCA
in CIK and to examine the effect of organizational strategy on SCA in CIK. The study
population was all the employees in CARE International in Kenya.
The study was a descriptive case study. Both the primary and secondary data were collected
using triangulation: structured questionnaires, interviews, participant observation and document
analysis. The questionnaires were administered by the researcher through a drop and collect
method to ensure high response rates. Firstly information was gathered through questionnaires
and interviews, then from funding proposals and report backs were covered, which was
e supplemented by information about KM in place at the time. Purposive and random sampling
techniques were used to sample 259 employees from a population of 579 employees comprising
82 senior staff and 497 junior staff respectively. Statistical tools such as cross-tabulation and
correlation were used to analyze the data. The study used graphs and pie charts to represent
r- information and facts.
From the study, there is substantial evidence to show that KM has a strong positive correlation
with SCA. Descriptive statistics and reliability analysis were presented to provide further insight.
The following significant results were found: a strong and significant positive linear relationship
between KM and SeA (IT, employee empowerment, organizational culture, organizational
strategy, management leadership commitment). The variables under study, which are KM
variables, produced strong positive correlation with competitive Advantage, an indicator that a
full adoption by elK would significantly enhance their competitive advantage against other
NGOs.
Developing KM is a long-term journey. It needs time and effort to establish an effective and
standardized KM programme. For elK, we observe that there are existing and potential KM
obstacles and constraints, which are retarded by the restricted resources and financial supports.
Those pressures impede the development and advancement of KM. However, KM is vital to the
NGO sector, if the problems of limited resources have not yet been resolved, the growth of KM
will be at a standstill and these organizations will not be competitive in the sector.
Finally, recommendations were offered under the five key KM enablers for consideration. The
five key enablers were used because SeA is usually influenced mostly by them. This, in itself, is
a key idea as using these themes in the initial planning stages of KM will substantially reduce the
issues that could otherwise arise. The recommendations offered are practical ideas, drawn from
experience, and intended for practitioners working with NGOs but are also based on the theory
. behind the KM concept and are just as relevant for consideration by KM and development
theorists alike.
Description
Department of Business Administration, 154p. 2012