KNOWLEDGE MANAGEMENT PROCESSES MODERATING INFLUENCE ON RELATIONSHIP BETWEEN KNOWLEDGE MANAGEMENT RESOURCES AND EMPLOYEE PERFORMANCE IN KENYA
Abstract
Purpose of the Study: This study determined the moderating influence of knowledge management processes on the relationship between knowledge management resources and employee performance in Kenya.
Research Methodology: Using a mixed methods approach with post-positivism philosophy, the study employed case study design and simple random sampling at Kenya Bureau of Standards. From 2,148 employees, 370 respondents were selected using Yamane's (1974) formula, with 45 used for pilot testing. A 5-point Likert scale questionnaire was administered via drop-and-pick technique, achieving 75.5% response rate (290 usable responses). Data analysis using SPSS version 24 included descriptive statistics and inferential analyses through correlation and regression for hypothesis testing.
Results: Knowledge management processes significantly moderated the relationship between knowledge management resources and employee performance, improving R-square from 0.295 to 0.358 (6.4% increase in explanatory power). Regression analysis revealed a positive interaction coefficient of 0.024 (p < 0.001), confirming that enhanced knowledge processes amplify the impact of knowledge resources on employee performance. The statistically significant interaction term validated the moderating effect of knowledge management processes.
Conclusion: Knowledge management processes effectively moderate the relationship between knowledge management resources and employee performance, with 6.4% improvement in explanatory power demonstrating enhanced organizational capability. The positive interaction coefficient confirms that efficient knowledge management processes strengthen the impact of knowledge resources on performance outcomes. Knowledge management resources achieve optimal effectiveness when supported by well-designed and properly implemented knowledge management processes.
Recommendation: Marketing and ICT managers should develop integrated customer service frameworks to address relational capital deficiencies and ensure comprehensive customer concern management.
Keywords: Knowledge Management Processes, Knowledge Management, Resources, Employee Performance, Kenya
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