Knowledge Sharing on Organizational Performance of Kenya Revenue Authority

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dc.contributor.advisorSamuel Mainaen_US
dc.contributor.authorMangwa, Rodah K.
dc.date.accessioned2022-03-28T10:47:24Z
dc.date.available2022-03-28T10:47:24Z
dc.date.issued2021
dc.descriptionA Research Project Submitted in to the School of Business Partial Fulfilment of the Requirements for the Award of the Degree of Master of Business Administration (Strategic Management Option), School of Business, Kenyatta University, November, 2021en_US
dc.description.abstractNowadays, companies are competing on market dominance as they come up with strategies to cope with dynamic environment in which they operate. This effort is intended to enhance the organization competitiveness that will eventually boost the organization performance. Organization may fail to achieve the intended performance threshold if there is no effective knowledge sharing among the units. Performance of KRA has improved over the years; despite the improvement the strategic plan set by KRA proves to be difficult to attain the key priorities outline in corporate plan. This background was the primary reason that the study It is against this background that the researcher sought to examine how performance at KRA is influenced and determined by knowledge sharing; with specific aim to examine how written knowledge, video conferencing, database sharing and information sharing meetings affects organization performance at KRA. The research is based on the following theories knowledge-based, resource base-view and organization learning theories. The research adopted a descriptive research design, which targets 162 respondents (technical and managerial staff) at Kenya Revenue Authority Times Tower offices. A suitable sample size of 113 respondents was chosen through random sampling that is stratified to provide required information with the aid of questionnaires. Field data was analyzed using inferential and descriptive statistics. Inferential statistics involve hypothesis testing using regression and drawing conclusions. The findings of the study reveal that knowledge sharing increases performance. The findings showed that effective written knowledge enables employees to share information within departments. The study established that video conferencing has a significant influence though it was the least important factor in knowledge sharing as per study variables, the study established that video conferencing is a vital means of communication for dispersed groups; however, it needs notably greater planning and procedures than information sharing meetings. The study recommends that Kenya Revenue Authority require the ICT technology that is hardware and software that is current and can be used in linking different departments and also satellite offices for effective coordination and operationalization of organizational actives as well as sharing knowledge among employees. Management of KRA should know that modern organization are shifting towards modern communication technology as model of reducing work load and promoting efficiency within the organization. Management of KRA should consider allocating more funds to mitigate the changing faces of ICT landscape that is connected with knowledge sharing and transmission. The ICT department should evaluate and have frequent trainings on changing faces of hardware and software technologies and also ensure that the organizational database is updated on a regular basis in order to assist employees in decision making as well to give accurate information as well feedbacks.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/23366
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectKnowledge Sharingen_US
dc.subjectOrganizational Performanceen_US
dc.subjectKenya Revenue Authorityen_US
dc.titleKnowledge Sharing on Organizational Performance of Kenya Revenue Authorityen_US
dc.typeThesisen_US
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