Effects of current knowledge management practices on performance of health sector NGOs in Kenya

Abstract

Background: Although knowledge management (KM) creates new value for organisations, few empirical studies have illustrated its application in the health sector non-governmental organisations (NGOs) in Kenya.

Objectives: This study evaluated the repercussions of KM practices on the performance of health sector NGOs in Kenya.

Method: This post-positivist study applied both quantitative and qualitative research approaches through a survey research method.

Results: The majority of health sector NGOs have been positively impacted by KM practices and hence consider themselves effective in the work that they do. They also feel efficient and relevant to a larger extent. However, they consider themselves financially viable only to a lesser extent. Furthermore, organisational institutional factors, including organisational structure, culture, technology, management style and employees’ skills and competencies, influence the KM practices of organisations.

Conclusion: The study concludes that current KM practices of health sector NGOs influence organisations’ efficiency, effectiveness, relevance and financial viability by activating and using explicit and tacit organisational knowledge. Furthermore, institutional factors have a significant effect on an organisation’s KM practices and consequently impact on the performance of health sector NGOs.

Contribution: The study findings contribute to discourse on the role of KM in improving the performance of organisations and to efforts geared towards the achievement of Sustainable Development Goals (SDGs) 3 and 17 and Kenya’s Vision 2030. They also provide a basis for further research and valuable information for comparative studies.