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Item Influence of Standardised Knowledge Sharing Practices on Organisational Decision-Making at the Norwegian Refugee Council(Journal of Information and Technology, 2025-09) Abdifatah, Abdi Ali; Julie, Kiarie; Paul, Gichohi MakuNorwegian Refugee Council Somalia experiences 50% longer emergency response times than sector standards, with decision-making delays directly impacting 1.2 million beneficiaries due to deteriorated knowledge-sharing systems where 40% of sharing attempts fail. This study investigated how standardised knowledge-sharing practices influence organizational decision- making effectiveness at NRC Somalia. Guided by Social Exchange Theory, Social Capital Theory, and Information Processing Theory, the research examined systematic knowledge exchange mechanisms' impact on decision outcomes. The study was conducted at NRC Somalia offices in Mogadishu, South Central Somalia, Puntland, and Somaliland using a cross- sectional survey design. The target population comprised 100 staff across five organizational levels. Census sampling eliminated sampling error. Data collection utilized structured questionnaires, achieving 89% response rate (n=89), semi-structured interviews with 18 key informants, and 67 organizational documents. Content validity was established through expert review, and reliability through Cronbach's alpha (α>0.70). Analysis employed descriptive statistics and Pearson correlation using SPSS v27. Findings revealed that only 14.6% agreed that tracking mechanisms existed, 28.1% confirmed effective digital platform utilization, while 57.3% reported delayed critical decisions, and 66.3% experienced bureaucratic delays. Correlation analysis demonstrated a strong positive relationship between knowledge sharing and decision-making effectiveness (r=.72, p<.001). The study concludes that informal WhatsApp networks compensate for failed formal systems while hierarchical filtering prevents critical knowledge from reaching decision-makers. Recommendations include: NRC management implementing unified mobile-optimized platforms; IT department establishing direct field-to-management channels; operations unit developing security-compliant protocols; monitoring unit creating tracking mechanisms; HR streamlining decision protocols. The study's novelty lies in quantifying knowledge sharing's predictive power in humanitarian contexts, demonstrating that addressing sharing deficiencies could improve decision-making effectiveness by 52%, ultimately enhancing humanitarian response capabilities for vulnerable populations.Item Influence Of Strategic Monitoring and Evaluation on Organizational Performance of Supermarkets in Kenya(International Journal of Advance Research and Innovative Ideas in Education, 2024) Abdifatah, Galgallo Godana; Nancy, Gacheri Rintari; Paul, Maku Gichohi; Moses, Gachoka WainainaSupermarkets worldwide continue to employ various practices to enhance their organizational performance. Strategic monitoring and evaluation are some of the practices, and supermarkets in Kenya could be more exceptional in these practices. They continually formulate and implement various strategies to enhance their performance. However, due to a lack of robust monitoring and evaluation, the strategy's contribution to organizational performance is only sometimes ascertained. This study endeavored to determine the influence of strategic monitoring and evaluation on the organizational performance of Supermarkets in Kenya. The study took place in 14 Counties, including Meru, Embu, Laikipia, Kirinyaga, Nyeri, Tharaka Nithi, Muranga, Nyandarwa, Kiambu, Nakuru, Nairobi, Marsabit, Isiolo and Wajir Counties of Kenya. The study employed a descriptive crosssectional survey research design. The target population was 1800 managers running supermarkets in 14 counties, and a sample of 204 managers was selected through cluster random sampling. Primary data was collected from the managers using a semistructured questionnaire. The data was subjected to descriptive and inferential analysis using SPSS version 28. Correlational and multiple linear regression were performed at a 0.05 significance level. The descriptive analysis revealed that 86.3% of the supermarkets had a strategic monitoring plan, and 73.5% often reviewed and evaluated strategies to ascertain performance. Correlation analysis established a positive and significant relationship between strategic monitoring (r=0.720, p=0.000) and strategic evaluation (r=0.776, p=0.000) and the organizational performance of supermarkets. The study findings on regression showed that strategic monitoring had the largest positive and significant effect (β=0.401, p-value=0.007) than strategic evaluation (β=0.317, p=0.008) on the organizational performance of supermarkets. The study concluded that strategic monitoring and evaluation have a positive and significant effect on the organizational performance of supermarkets. The study recommended that supermarkets integrate strategic monitoring and evaluation practices in equal measures to ensure maximum organizational performance is realized for every strategy.