Tacit Knowledge Sharing And Public Sector Performance In Kenyath

ABSTRACT

The study sought to establish the influence of tacit knowledge sharing on the

performance of public sector in Kenya. The study objectives were: To

determine the tacit Knowledge factors and their effect on public sector

performance, to establish interventions that the public sector can utilize to

enhance tacit knowledge sharing and consequently public sector

performance. The study was guided by intellectual capital theory,

constructivism theory; self-efficacy theory, knowledge economy theory and

Nonaka' s model of knowledge creation. The study employed use of

descriptive and comparative research design and targeted all public sector

departments in Kenya. Eight counties namely Samburu, Makueni, Kirinyaga,

Kilifi, Nairobi, Homa Bay, Bungoma and Garissa, formed the sample of the

study. The study adopted purposive sampling and simple random sampling

to seek responses from the management and the line staff in the chosen public

departments. Questionnaires were dropped and picked and the data collected

was analyzed using descriptive and inferential statistics. The analyzed data

was presented in tables and other appropriate presentations. Chief among the

conclusion made were that workforce communication and interactions,

organizational culture and functional boundaries have a more significant

influence on organizational performance than motivation. The county by

county analysis showed that workforce communication and interactions were

insignificant in all the counties. Both were positive in Garissa, Makueni and

Kirinyaga counties. In all other counties, they were negative and insignificant.

Functional boundaries were found to be positively significant in Samburu,

Kilifi, Bungoma, Garissa and Kirinyaga counties. However in the remaining

counties, they were positive but insignificant. Organizational culture was

found to be positively insignificant in Samburu, Kilifi, Makueni and Nairobi

County but was negatively insignificant in the other counties. Motivation was

found to be positively significant in Samburu, Kilifi, and Bungoma counties

but was positively insignificant in the rest of the counties. On the national

government analysis, the national government was found to lack concrete

policies on tacit knowledge sharing and counties displayed unique

characteristics in the county by county analysis. The study also recommended

that the government both national and county come up with knowledge

sharing policies and also transform into resource centers that can generate

knowledge. Recommended areas for further research are replication of the

study to performing institutions and longitudinal research to establish the

influence of tacit knowledge sharing on public sector performance.