Influence of Knowledge Management Strategies on Performance of Selected Humanitarian Organizations in Marsabit County, Kenya

Abstract

The use of knowledge management to improve organizational performance is becoming increasingly viable, particularly in light of the quick advancement of technology. Building capacities for improved disaster response as well as preventing humanitarian crises are two important roles that knowledge management may play. It can also enhance communication and collaboration during emergencies. This research assessed the impact of knowledge management strategies on the activities of specific humanitarian organizations operating in Marsabit County, Kenya. The study was guided by the following objectives: to determine the effects of knowledge storage on specific humanitarian organizations operating in Marsabit County, Kenya; to ascertain the effects of knowledge acquisition, dissemination, and utilization on performance; and to assess the effects of knowledge storage on performance. The study drew on Human Capital Theory, Knowledge-Based View Theory, and Dynamic Capabilities theory. A descriptive research design was used, and the target population consisted of 386 employees working in the selected humanitarian organizations in Marsabit County. The participant pool, consisting of 112 respondents, was established utilizing the Yamane formula. Direct data was gathered via questionnaires, implemented through the drop off/pick-up technique to engage with the respondents. The accumulated data was translated into a numerical format to facilitate analysis with the assistance of SPSS software. Utilized methodologies encompassed descriptive statistics, featuring average and standard deviation, and inferential statistical techniques like correlation analysis and multiple linear regression. Many tables and graphic representations are used to display the results, which are then followed by a thorough analysis of the data. The study discovered that staff members learned how to perform their jobs by learning new ideas and information creation techniques, and that humanitarian organizations encouraged functional heads to support the acquisition of new knowledge. Additionally, respondents stated that humanitarian organizations planned seminars to share knowledge about contemporary workplace practices, and staff members received training on various tasks related to different jobs in order to disseminate knowledge. Humanitarian organizations used the knowledge acquired to better staff management at work, used the knowledge collected to improve internal processes, and gained insight into conducting work operations. The work processes of the service board were stored in an appropriate manner had enough data processor for data storage and access.