Knowledge Management Practices in the Institutions of Higher Learning in Kenya, Issues and Opportunities a Case Study of University of Eldoret
##article.abstract##
Today we live in a global world where technology is seen as the blood of every livelihood. Innovations are invented every day. Information or knowledge needs to be accessed and utilized. Effects of knowledge transfer and diffusion needs to be felt in every aspect of research and development in the institutions of higher learning in Kenya. Universities spend millions of money in creating Knowledge either out of their daily operations or academic programs. The knowledge produced is stored and disseminated in digital or printed format. Very few of this knowledge find their way to be published into journal articles or shared among peers. This has created challenge to the effective -utilization of this explicit knowledge to enhance performance of local universities and gain competitive advantage for better rankings. The objective of this study was to establish the level of practice among the academic staff at the University of Eldoret (UoE) and determine factors that affect knowledge management (KM) practices at individual, school and university level. All the eight schools and the library were sampled for the study and the response rate was 85 % which was a positive response. The study adopted a descriptive research design interview schedules were administered to some members of management, administrative staff and Information service providers, whereas postgraduate students, faculty staff and researchers were given questionnaires. The study found out that knowledge per se was not part of these universities core functions and neither had it been formally introduced and any understanding of KM as a term was from literacy sources. Despite this fact KM practices were rated as good (62.3%) and very good (10.7%) among researchers and faculty staff. The library staff agreed to have had means of identifying and capturing knowledge. These practices were however more for information management than KM. Lack of effective knowledge management practices influenced the state of KM at UoE. The study recommended development of effective knowledge management culture, systems and Info-culture for competitive advantage
References
Arntzen Bechina, A. (2007) Knowledge Management and the quest for a competitive advantage Journal of executive Business, Thailand.
Bhatt, G.D. (2001), “KM in organisations: Examining the Interaction between Technologies,Techniques, and People”, Journal of Knowledge Management, Vol.5, No.1, pp. 68-75. Chingosho, E. (n.d)). Knowledge Management.
Cronin, B. (2000). “Knowledge management organizational culture and Anglo-American higher education,” Journal of Information Science. 27 (3) 2001, 129-137
Earl, L. (2001). Knowledge Management in Practice in Canada; Science, Innovation and electronic Information Division. N0.7 (online) at, http://www.statcan.ca. 114
Franklin, P., Hodgkinson, M. and Stewart, J. (1998), “Towards universities as learning organisations”, The Learning Organisation, Vol.5, No.5.
Glaser, B.G. and Strauss, A.L (1967). The Discovery of Grounded Theory Strategies for Qualitative Research. Aldinetransaction: TransactionPublishers; New Brunswick (U.S.A.) Accessed online 20/05/2013
Lee, H. and Choi, B. (2003). Knowledge Management enablers, processes, and organizational performance: an integrative view and empirical examination. Journal of Management Information Systems, 20(1), 179-228.
Liew, A. (2007). Understanding Data, Information, Knowledge and Their Inter Relationships, Journal of Knowledge Management Practice, VII, No. 2, 102-122
Loh, Benjamin; Tang, Ai-Chee; Menkhoff, Thomas; and Evers, Hans-Dieter. Applying Knowledge Management in University Research. (2003). Governing and Managing Knowledge in Asia. 3, 199-227. Research Collection Lee Kong Chian School of Business.retrieved on 3/04/2013 at:http://in.library.smu.edu.sg/lkcsb.research/1918
McElroy, M. W. (2003). The New Knowledge Management: Complexity, Learning, and Sustainable Innovation, Burlington, MA: KMCI Press/Butterworth-Heinemann.
Maingi, N, N. (2007). Knowledge management in a competitive economy: the knowledge management readiness score (KMS). Retrieved on 23/07/2016 from http://www.strathmore.edu/news/knowlegde-mngt.php
Malone, D. (2002). “Knowledge management: A model for organizational learning,” International Journal of Accounting, Information Systems, 3, pp.111-123
Mohayidin M G et al (2007) “The Application of Knowledge Management in Enhancing the Performance of Malaysian Universities” The Electronic Journal of Knowledge Management Volume 5 Issue 3, pp 301 - 312, available online at www.ejkm.com
Nonaka, A. T. (1995). The knowledge-creating company: how Japanese companies create the dynamics of innovation. Newyork; Oxford University press.
Nonaka, I., von Krogh, G. and Voelpel, S. (2006). Organisational knowledge creation theory: Evolutionary paths and future advances. Organisation Studies, 27(8), 1179 – 1208.
Rowley, J. (2000). “Is Higher Education ready for Knowledge Management” The International Journal of Educational Management. Vol. 14, No.7. 325-333
Senge, P. M. (1990). The Fifth Discipline: The Art and practice of the learning organization. Random House Business Books
