Towards Development of a Knowledge Management Strategy: Abridged version

Abstract

In today's global knowledge economy, knowledge is considered a key asset that needs to be effectively managed to give organizations a competitive edge. This is especially true for research organizations where new knowledge, technologies and innovations must be generated, shared, applied and managed for maximum impact. In order to successfully implement Knowledge Management (KM) activities within any organization, it is essential to have a Knowledge Management Strategy (KMS) that is aligned with the organization's overall strategy and objectives. The Kenya Forestry Research Institute (KEFRI) in recognition of the importance of knowledge as an asset has embarked on a process of developing a KMS. This process requires a Knowledge Audit (KA) in order to review existing knowledge assets, knowledge flows and reveal the organization's KM needs, strengths, weakness, opportunities, threats and risks. Therefore, the objectives of this Knowledge Audit were to: determine status of information and knowledge access and sharing among employees and research management team in order to strengthen mechanisms of information flow; determine the level of staff capacity and competency in information and knowledge access and sharing; identify and analyze information and communication technology infrastructure for knowledge creation, capture, sharing and application among employees and stakeholders; evaluate stakeholder awareness and perception of KEFRI information and knowledge products and services; identify and analyze the effect of barriers on information and knowledge sharing among employees and stakeholders. A survey design using probability and non-probability sampling techniques were used to select 11 KEFRI Research Management team members, 333 employees and 222 stakeholders. A structured questionnaire was administered to each of the respondents. Descriptive statistics, chi-square, Kruskal-Wallis H test, Mann- Whitney U test and analysis of variance were used in data analysis. Results showed that the Research Management team agreed at a mean score of 3.62 and 3.64 that they were aware about information shared on development, funding and implementation of government of Kenya and donor-funded projects, respectively. Similarly, they agreed at a mean score of 4.23 that they were aware about information shared on human resource procedures. Additionally, the Research Management team and employees agreed there was sufficient knowledge at KEFRIto undertake various tasks and responsibilities. This was in contrast to the methods used for passing knowledge which was moderately rated by both the Research Management team and employees. This suggested both categories of KEFRI respondents (Research Management and employees) were not adequately exposed to capture tacit knowledge from fellow colleagues which is passed through mentorship, coaching and informal interactions among others. On analysis of staff capacity and competency in knowledge creation and sharing, the Research Management team agreed that the training and development opportunities are well linked to Strategic Plan of the Institute. This was in contrast to employees who moderately agreed. This was further evidenced by a significant difference on long-term training between employees in Research and Administration/Finance Departments where the staff from the former were more trained than from the latter department. The analysis on knowledge management infrastructure showed there was no central repository in the institute for information storage, access and sharing. Most of the information was stored in paper-based documents and with other fellow colleagues in different formats. The speed of access was rated moderate for paper-based storage compared to colleagues' workstation desktops. Results from stakeholders indicated they were aware that KEFRIprovides seeds and seedlings. These were rated as good. Other services and products were rarely identified. Stakeholders strongly agreed that the Institute's publications were easily readable, informative and of high quality. The respondents identified access to technology, poor information systems, lack of organization policy, lack of trust, weak team work and understaffing among others as barriers to knowledge access and sharing. In order to enhance information and knowledge access and sharing within the Institute and to stakeholders, the following major recommendations were made: develop robust knowledge management system, create databases and protocols for research projects, create oppurtunities for formal and informal learning and sharing of knowledge, develop mentorship programmes, strengthen staff capacity on I(T applications and provide a linkage to relevant regional and international knowledge-sharing platforms.