Knowledge management (KM) has become a vital process in all types of institutions in our society, institutions that also include academic libraries. Furthermore, academic libraries have become an integral part of the knowledge system. These institutions and academic libraries contribute to knowledge development in the current digital age. This study sought to investigate knowledge management processes at St Paul’s University library and to suggest ways by which these processes may be enhanced in order to promote efficiency and effectiveness in knowledge management. The study was based on knowledge management processes that include knowledge capture, knowledge acquisition, knowledge organisation, knowledge creation, knowledge retention and knowledge sharing as advanced in existing literature. The context of this study was St. Paul’s University Library, the academic library of St. Paul’s University. St. Paul’s University is an academic institution of higher learning based in Limuru Kenya. St. Paul’s University Library was found to be encountering challenges in the implementation and adoption of formal knowledge management processes such as knowledge creation, knowledge application, knowledge retention, knowledge acquisition, knowledge organisation and knowledge sharing. These challenges affect the library’s ability to manage and disseminate knowledge to its different stakeholders. This research thus set out to address these challenges. This was a case study of St. Paul’s University library which involved the collection of qualitative data from study participants through the use of interview guides. In the study, interviews were used to collect data from 10 library management committee members, 20 faculty staff and 20 library staff. These three groups of study participant were purposively selected as the target population for the study because they play a key role in knowledge management enhancement at St. Paul’s University library. Interviews were conducted for all categories of participants separately through face-to-face interview method based on their pre-determined availability. Out of 50 interviewees, only 32 were successfully interviewed. Qualitative data collected were analysed using content analysis. Findings of this study were then deduced from analysis done. From the study, it emerged that all the knowledge management processes under study were utilised albeit to varied degrees. From the study, varied gaps were noted on the various knowledge management processes and the use of ICT in knowledge management. The study recommends that St. Paul’s University Library should fully incorporate all the knowledge management processes and ensure appropriate policies be in place to support knowledge management and also increase effectiveness and efficiency in the library. The study further recommends a survey study on academic libraries to be undertaken on knowledge management processes in Kenya. / Information Science / M. Inf.

Tacit Knowledge is critical in an organization's ability to sustain a long-term competitive advantage. The systematic process for acquiring, organizing, sustaining and renewing tacit knowledge of employees has enabled organizations to survive in a robust economy. This study investigates the management of tacit knowledge at the Kenya Institute for Public Policy Research and Analysis (KIPPRA). The objectives of the study were: to identify the sources and types of knowledge at KIPPRA; identify the enabling resources for tacit knowledge sharing; determine how tacit knowledge can be reused for innovation and competitive advantage; establish the role of management in creating a conducive environment for tacit knowledge; identify the challenges experienced in the management of tacit knowledge; give recommendations and propose a model/framework for tacit knowledge management at KIPPRA. The study adopted a qualitative research method. Interviews and observation were used as primary data collection methods. The study targeted 60 employees of KIPPRA consisting of Researchers, Young Professionals, Heads of Division, a Knowledge Manager and Administrative staff. Qualitative data collected was organized, categorized and reported in verbatim. Pie charts and tables were used to give a graphical representation of the bio data of respondents. The study found that: KIPPRA values knowledge as an asset but does not practice tacit knowledge management, both tacit and explicit knowledge exists however, no real effort has gone into the management of tacit knowledge. The study also found that KIPPRA had tacit knowledge sharing, capture, transfer and storage avenues that have not been capitalized on. ICT infrastructure is available however it does not support tacit knowledge sharing. No Communities of Practice exist at KIPPRA but tacit knowledge is reused for innovation, development and competitive advantage. KIPPRA’s management has provided a conducive environment for tacit knowledge to thrive but trust, knowledge asymmetry, and hierarchical challenges have hindered tacit knowledge harnessing. No tacit knowledge related incentives are offered at KIPPRA. The study also revealed that employees experienced challenges such as identification and understanding of tacit knowledge, access of tacit knowledge sharing platforms, and access to individuals with specific tacit knowledge, tacit knowledge hoarding, individualism and ICT related challenges in accessing tacit knowledge. Even thought the necessary elements required to facilitate Tacit Knowledge Management are available, no effort has been made to customize them to harness tacit knowledge. The study concluded that for KIPPRA to have a competitive advantage it is important that the Knowledge Manager, with the Support of KIPPRA’s Management, have concerted efforts for harnessing tacit knowledge. Key recommendations include: establishment of Communities of Practice at KIPPRA that bring together like minded individuals and also enable the building of relationships based on trust among the employees, and investment in ICT mechanisms specific to tacit knowledge management to enhance the harnessing and codification of captured tacit knowledge. Employees should also be trained on the value of tacit knowledge sharing and individualism should be discouraged. The study also recommends the adoption of a proposed framework for managing tacit knowledge at KIPPRA. / Information Science

Marist International University College, Nairobi – Kenya is challenged with problems like duplication of work due to lack of a central repository for knowledge, loss of knowledge through expertise leaving the institution without knowledge being captured and over reliance on a few known subject experts as others have not been identified. This research thus set out to address these problems. The aim of the study was to conduct a knowledge management assessment at the Marist International University College (MIUC) in order to identify and recommend a suitable strategy for the institution. The study employed a concurrent triangulation mixed methodology approach which encompassed a questionnaire and an interview schedule to collect data from 33 academic staff and 9 members of the MIUC management respectively. These two groups were purposively selected as the target population for the study as they play the key role in knowledge creation at MIUC. All 33 copies of the questionnaires that were distributed to the teaching staff were returned by respondents and all the 9 MIUC members of management were successfully interviewed. Data transformation analysis was applied during which qualitative data from open-ended questions and interviews were quantified using content analysis. Quantitative data in the questionnaires was descriptively analysed using SPSS. The study revealed a variety of informal knowledge management structures and resources at MIUC and the challenges of managing knowledge at Marist. The main challenge was that there was no uniformity and consistency in the management of knowledge. The study hence, formulated a KM strategy for MIUC that would help leverage its knowledge assets. / Information Science / MA (Information Science)

Tacit Knowledge is critical in an organization's ability to sustain a long-term competitive advantage. The systematic process for acquiring, organizing, sustaining and renewing tacit knowledge of employees has enabled organizations to survive in a robust economy. This study investigates the management of tacit knowledge at the Kenya Institute for Public Policy Research and Analysis (KIPPRA). The objectives of the study were: to identify the sources and types of knowledge at KIPPRA; identify the enabling resources for tacit knowledge sharing; determine how tacit knowledge can be reused for innovation and competitive advantage; establish the role of management in creating a conducive environment for tacit knowledge; identify the challenges experienced in the management of tacit knowledge; give recommendations and propose a model/framework for tacit knowledge management at KIPPRA. The study adopted a qualitative research method. Interviews and observation were used as primary data collection methods. The study targeted 60 employees of KIPPRA consisting of Researchers, Young Professionals, Heads of Division, a Knowledge Manager and Administrative staff. Qualitative data collected was organized, categorized and reported in verbatim. Pie charts and tables were used to give a graphical representation of the bio data of respondents. The study found that: KIPPRA values knowledge as an asset but does not practice tacit knowledge management, both tacit and explicit knowledge exists however, no real effort has gone into the management of tacit knowledge. The study also found that KIPPRA had tacit knowledge sharing, capture, transfer and storage avenues that have not been capitalized on. ICT infrastructure is available however it does not support tacit knowledge sharing. No Communities of Practice exist at KIPPRA but tacit knowledge is reused for innovation, development and competitive advantage. KIPPRA’s management has provided a conducive environment for tacit knowledge to thrive but trust, knowledge asymmetry, and hierarchical challenges have hindered tacit knowledge harnessing. No tacit knowledge related incentives are offered at KIPPRA. The study also revealed that employees experienced challenges such as identification and understanding of tacit knowledge, access of tacit knowledge sharing platforms, and access to individuals with specific tacit knowledge, tacit knowledge hoarding, individualism and ICT related challenges in accessing tacit knowledge. Even thought the necessary elements required to facilitate Tacit Knowledge Management are available, no effort has been made to customize them to harness tacit knowledge. The study concluded that for KIPPRA to have a competitive advantage it is important that the Knowledge Manager, with the Support of KIPPRA’s Management, have concerted efforts for harnessing tacit knowledge. Key recommendations include: establishment of Communities of Practice at KIPPRA that bring together like minded individuals and also enable the building of relationships based on trust among the employees, and investment in ICT mechanisms specific to tacit knowledge management to enhance the harnessing and codification of captured tacit knowledge. Employees should also be trained on the value of tacit knowledge sharing and individualism should be discouraged. The study also recommends the adoption of a proposed framework for managing tacit knowledge at KIPPRA. / Information Science

Marist International University College, Nairobi – Kenya is challenged with problems like duplication of work due to lack of a central repository for knowledge, loss of knowledge through expertise leaving the institution without knowledge being captured and over reliance on a few known subject experts as others have not been identified. This research thus set out to address these problems. The aim of the study was to conduct a knowledge management assessment at the Marist International University College (MIUC) in order to identify and recommend a suitable strategy for the institution. The study employed a concurrent triangulation mixed methodology approach which encompassed a questionnaire and an interview schedule to collect data from 33 academic staff and 9 members of the MIUC management respectively. These two groups were purposively selected as the target population for the study as they play the key role in knowledge creation at MIUC. All 33 copies of the questionnaires that were distributed to the teaching staff were returned by respondents and all the 9 MIUC members of management were successfully interviewed. Data transformation analysis was applied during which qualitative data from open-ended questions and interviews were quantified using content analysis. Quantitative data in the questionnaires was descriptively analysed using SPSS. The study revealed a variety of informal knowledge management structures and resources at MIUC and the challenges of managing knowledge at Marist. The main challenge was that there was no uniformity and consistency in the management of knowledge. The study hence, formulated a KM strategy for MIUC that would help leverage its knowledge assets. / Information Science / MA (Information Science)

Kenya Methodist University (KeMU) is facing challenges like duplication of work due to lack of a central repository for knowledge retention, loss of knowledge through expertise leaving the institution without knowledge being captured and over reliance on a few known subject matter experts as others have not been identified. Utilising the Knowledge Retention Strategy framework, this study sought to assess knowledge retention practices at KeMU, with a view to entrench the culture of sharing knowledge. The ultimate aim of this study was to develop a model for knowledge retention at institutions of higher learning which KeMU could adopt. The study relied on mixed method research (MMR) with qualitative and quantitative data mixed at collection, analysis, discussion and reporting levels. The study triangulated data collection tools which encompassed a questionnaire, interview, observation and review of documents to collect data from 106 respondents and 11 heads of departments respectively. These two groups were purposively selected as they play a key role in knowledge retention at KeMU. The study disclosed a variety of informal knowledge retention practices but formal practices like: documented work processes; training and development for specific job tasks; orientation for general and job specific; knowledge repositories; communities of practice; knowledge retention policies; knowledge recovery initiatives; and human resources processes and practices for knowledge retention were lacking. Considering the value placed on the above list of lacking essential practices for knowledge retention, KeMU is indeed in dire need for a solution to help retain operational relevant knowledge. The study formulated a KR model for institutions of higher learning that would help KeMU leverage its knowledge assets. The study recommends that KeMU should work out a knowledge retention policy on how to implement the best knowledge retention practices. A further study on measuring KM in an academic institution is recommended. / Information Science / M. Inf.

Information and Communication Technologies (ICTs) are considered facilitators of knowledge management processes in organizations. This study investigated ICTs for knowledge management processes at the State Department of Infrastructure in Kenya. The study’s objectives were to: establish the level of knowledge management awareness, find out knowledge management processes, identify types of ICTs used for knowledge management processes, and identify challenges experienced by State Department of Infrastructure in the use of ICTs for knowledge management processes. The study findings were determined after applying a qualitative research approach and a case study research design. A purposive sampling technique was used to select 21 participants who were heads of sections at the State Department of Infrastructure in Kenya. Data were collected through semi-structured interviews, analyzed and interpreted thematically according to the objectives of the study. Findings of the study revealed that most participants were aware of the meanings of the concepts of knowledge and knowledge management, types of knowledge and importance of knowledge management in the department. Knowledge management processes in the State Department of Infrastructure entail knowledge creation, codification, retention, sharing and storage. ICTs mostly used for knowledge management processes in the department include: emails, mobile phones, desktop computers, computer servers, and flash disks. The department is faced with the challenges of lack of knowledge management strategies, policies and adequate staff awareness on the use of ICTs for knowledge management processes. In conclusion, the State Department of Infrastructure has a functional ICT infrastructure. However, the department is not using ICTs provided by this study’s Web 2.0 driven SECI model for knowledge management processes such as blogs, wikis, LinkedIn, Facebook, and Twitter. The study therefore proposes that the State Department of Infrastructure should increase its use of Web 2.0 technologies, collaborative content systems and e-learning technologies. The department should also digitize its records; automate its library services; set up intranet, and adopt a centralized knowledge-based system. Further, Public Service Commission of Kenya should formulate a knowledge management strategy and policy to guide on the use of ICTs for knowledge management processes. This strategy and policy can then be cascaded to public sector organizations such as the State Department of Infrastructure. / Information Science / M.A. (Information Science)