The Moderating Effect of Organizational Culture On the Relationship between Knowledge Transfer Strategy and Performance of Medium Size Family Owned Businesses in Selected Counties in Kenya

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dc.contributor.authorMworia, Kaibung’a
dc.contributor.authorMuchemi, Anne
dc.contributor.authorMwasiaji, Evans
dc.date.accessioned2023-06-14T10:04:27Z
dc.date.available2023-06-14T10:04:27Z
dc.date.issued2022-02
dc.descriptionresearch articleen_US
dc.description.abstractFamily owned medium businesses contribute significantly to Kenyan economic development. Despite this vital contribution, family owned medium enterprises have been performing poorly. Profits, sales growth, intergenerational transition and family members’ satisfaction has been proved to be low. Extant literature shows that knowledge transfer strategy may influence performance of medium size family owned businesses and organizational culture may moderate the relationship. This study therefore sought to establish the moderating effect of organizational culture on the relationship between knowledge transfer strategy and performance of medium size family owned businesses in Kenya. The study was premised on institutional and balanced scorecard theory. The philosophy applied was positivism while the research design was descriptive and explanatory approaches. The study targeted four senior managers of 320 midsize family businesses in selected counties in Kenya. Proportionate stratified sampling of the manufacturing, service and trade sectors were used to establish a representative sample of 560 respondents. A questionnaire was used to collect primary data, and a document review guide was used to obtain secondary data. Content and construct validity were ensured with the help of experts and supervisors and through confirmatory factor analysis with factor loadings of 0.4 or above, respectively. Cronbach's Alpha was used to measure reliability, and a coefficient of 0.7 was found to be satisfactory. Descriptive and inferential statistics were used to analyze the data. It was established that firm culture has positive and significant moderating effect on the link between knowledge transfer strategy and medium size family owned businesses performance in selected counties in Kenya. The study recommends that family owned medium size businesses should empower both family and non-family staff members to make decisions for the best interest of the organization. Such firms should also involve professionals who could even be non-family members in management of the businesses. Medium size family owned businesses should also have a working organizational structure where every position whether held by a family or non-family member is respected.en_US
dc.identifier.citationKaibung’a, M., Muchemi, A., & Mwasiaji, E. (2022). The Moderating Effect of Organizational Culture on the Relationship between Knowledge Transfer Strategy and Performance of Medium Size Family Owned Businesses in Selected Counties in Kenya.en_US
dc.identifier.issn2348 0386
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/25817
dc.language.isoenen_US
dc.publisherInternational Journal of Economics, Commerce and Managementen_US
dc.subjectOrganizational Cultureen_US
dc.subjectKnowledge Transfer Strategyen_US
dc.subjectFamily Owned Medium Size Businessesen_US
dc.subjectPerformance of Family Owned Businessesen_US
dc.titleThe Moderating Effect of Organizational Culture On the Relationship between Knowledge Transfer Strategy and Performance of Medium Size Family Owned Businesses in Selected Counties in Kenyaen_US
dc.typeArticleen_US
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