FACTORS INFLUENCING KNOWLEDGE SHARING IN THE ENERGY SECTOR IN KENYA
Abstract
The world has now evolved into the era of knowledge-based economy (KBE), where knowledge is the main capital as well as a fundamental factor for growth and development of industries. From the knowledge-based view, an organization is considered as an entity where knowledge is created and used to improve performance. Therefore effective knowledge management process is crucial for success in any organization and knowledge sharing is the most important aspect in knowledge management processes which enables organizations to come up with new solutions to problems. However, there is scarcity of empirical studies on the factors influencing knowledge sharing particularly in the energy sector in Kenya. The purpose of this study was to assess the factors influencing knowledge sharing in the energy sector in Kenya. A descriptive survey of 98 respondents was conducted to determine the influence of rewards and top management support on knowledge sharing in the energy sector in Kenya. Data was collected using structured questionnaire and analyzed using both descriptive and inferential statistics using Statistical Package of Social Sciences (SPSS) version 22; a response rate of 90.81% was achieved. It was found that rewards (t = 2.711, p = .006 < .05) and top management support (t = 3.080, p = .003 < .05), positively influenced knowledge sharing in the energy sector in Kenya. The combination of rewards and top management support explained 68.8% (R2 = .688) of the variation in knowledge sharing. Based on these findings, it recommended that the energy sector provide rewards targeted at knowledge sharing and provide support to knowledge management activities. Further, studies are recommended to determine other factors that may be affecting knowledge sharing in other organisations.
Keywords: Knowledge sharing, Rewards, Top Management support
CITATION: Kimingi, S. N.,& Senaji, T. S. (2020). Factors influencing knowledge sharing in the energy sector in Kenya. The Strategic Journal of Business & Change Management, 7(4), 389 – 402.
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DOI: http://dx.doi.org/10.61426/sjbcm.v7i4.1795
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