ORGANIZATIONAL LEARNING AND PERFORMANCE OF MISSION HOSPITALS IN KENYA
Abstract
This study investigated the effect of organizational learning on the performance of Mission hospitals in Kenya. The theories guiding the study were actor-network, learning curve, intellectual capital, and Resource-based theories. This study employed a cross-sectional survey research design. The unit of analysis was Hospital Administrators, Human Resource Managers, and the Donor representative of the hospital. The target population was 58 Mission hospitals in Kenya. The multiple sampling techniques were adopted in the study comprising of purposive sampling and simple random sampling techniques. A sample of 120 respondents was proportioned using the Yamane statistical formula. Primary data was collected using structured questionnaires while Secondary data was collected from performance reports and relevant documents. A pilot test was carried out using (17) questionnaires conducted at PCEA Kikuyu Mission Hospital. Data was analyzed using SPSS version 25 and descriptive (mean, standard deviation) and inferential statistics (correlation, multiple regression, ANOVA, and model summary) were generated. Correlation results showed that knowledge creation (r=.429, p=.395) knowledge retention (r=.412, p=.332) knowledge transfer (r=.480, p=.468), and knowledge transformation) r=.521, p=.507), all positively and significantly affect the performance of Mission Hospitals in Kenya. Multiple regression results show that knowledge creation (β=0.395, p<0.05), knowledge retention (β=0.332, p<0.05), knowledge transfer (β=0.468, p<0.05), and knowledge transformation (β=0.508, p<0.05) all positively and significantly affect performance of Mission hospitals in Kenya. The study results showed that knowledge creation, knowledge retention, knowledge transfer, and knowledge transformation significantly affect the performance of Mission hospitals in Kenya. The study recommended that Mission hospitals should establish a Research & Development function responsible for continuous research of new knowledge and develop a policy to assist in retaining acquired knowledge and undertake training programs on its staff to ensure knowledge retention. The mission hospitals should develop a mechanism to ensure organizational memory stability and promote knowledge-sharing behavior amongst the hospital staff by rewarding the behavior.
Key Words: Knowledge Creation, Knowledge Retention, Knowledge Transfer, Knowledge Transformation
CITATION: Muhia, R., & Kavale, S. (2024). Organizational learning and performance of mission hospitals in Kenya. The Strategic Journal of Business & Change Management, 11 (2), 993 – 1006. http://dx.doi.org/10.61426/sjbcm.v11i2.2965
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DOI: http://dx.doi.org/10.61426/sjbcm.v11i2.2965
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