International Journal of Innovative Research and Development

Open Access Open Access  Restricted Access Subscription Access

Knowledge Conversion Capability and Organizational Effectiveness among Private Universities in Kenya: A SECI Model Perspective


Affiliations
1 Kenya Methodist University, Kenya
 

This paper analyzes the effect of Knowledge Conversion capability on Organizational Effectiveness in private Universities in Kenya from a SECI Model Perspective. The SECI Model describes the process of interaction between explicit and tacit knowledge. It is now accepted that we live in a knowledge economy and it has been predicted that those organizations that can convert information to organizational knowledge will be the most successful. It was of interest to understand how higher education institutions handle this crucial resource given that they are in knowledge business and thus subjected to market pressures like any other business organization.  Data was collected from the registrars/deputy registrars and academic staff using semi-structured face-to-face interviews which provided the data about how private universities perform these knowledge conversion activities. The study findings contribute to practice, theory and methodology. The findings indicated that knowledge conversion had an effect organizational effectiveness. The study examined private universities only. Future research should be conducted in other higher education institutions such as public universities, colleges and polytechnics. The study recommends that opinions of other stakeholders such as students, other members of staff, employers and communities be studied in future.


Keywords

Resource Based View, Knowledge Conversion Knowledge Management, SECI Model, Organizational Effectiveness.
User
Notifications
Font Size

  • i. Blackler, F. (1995). Knowledge, Knowledge work and Organizations: An Overview and interpretation. Organization Studies 16(6), 102-1046

  • ii. Bosua.R & Ventitachalem, K (2013): Aligning strategies and Processes in Knowledge Management; A frame work. Journal of Knowledge Management, 17(3) 331-346

  • iii. Bryman, A & Bell, E (2003). Synthesizing research; A guide for literature reviews (3rd edn). Sage: Thousand Oaks.

  • iv. Celina Solek-Borowska (2015). Knowledge sharing in CEMS: Global Alliance of Management Education. Online Journal of Applied Knowledge Management, 3(2), 134-149

  • v. Cohen, W.A. (2013). The Practice Drucker: Applying the wisdom of the world’s greatest management thinker. Amacon publishing House

  • vi. Davenport, T. & Prusak, L. 1998, Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, USA.

  • vii. Donate, M. J. and Canales, J. I. (2012).A new approach to the concept of knowledge strategy. Journal of Knowledge Management, 16(1), 22-44.

  • viii. Dyer, G., & McDonough, B. (2001).The state of KM. Knowledge Management Journal, 6(1), 56 – 90.

  • ix. Gold, A.H., & Arvind Malhotra, A.H.S (2001).Knowledge management: An Organizational Capabilities Perspective; Journal of Management Information Systems, 18(1), 185-214.

  • x. Hislop.D. (2013.Knowledge management in organizations: A critical introduction (3rd ed. UK; Oxford University Press

  • xi. Mosoti. Z. &Meshekav (2010) .Knowledge management: A case of Kenya. The Journal of language, technology and entrepreneurship in Africa, 2(1)

  • xii. Nonaka.I &Krogh (2009).Tacit knowledge and knowledge conversion. Controversy and advancement in organizational knowledge creation theory; Perspective Organizational Science, 20 (3), 635-652

  • xiii. Schilke, O. (2014). On the contingent value of dynamic capabilities for competitive advantage; the non linear moderating effect of environmental dynamism. Strategic Management Journal, 35 (2), 179-203

  • xiv. Seyed Hossein Sadat (2015).Effective factors of successful implementation of knowledge management in higher education. Management and administration science review, 4 (1)166-181

  • xv. Thi Nguyet Que Nguyen (2010). Knowledge management capability; an empirical study of Vietnamese enterprises; South Cross University e-publication

  • xvi. Wooten, L.P., &Crane, P. (2013).Generating dynamic capabilities through a humanistic work ideology. American Behavioral Scientist, 47(6), 848-866.

  • xvii. Yakhlef, A. (2010). The corporeality of practice-based learning: Organization Studies, 31(4), 409-430.

  • xviii. Ziemba, E. &Eisenbardt, M. (2013).A Research on ICT application towards prosumers activities.


Abstract Views: 455

PDF Views: 8




  • Knowledge Conversion Capability and Organizational Effectiveness among Private Universities in Kenya: A SECI Model Perspective

Abstract Views: 455  |  PDF Views: 8

Authors

Lucy Njeri Karuoya
Kenya Methodist University, Kenya
Thomas Anyanje Senaji
Kenya Methodist University, Kenya

Abstract


This paper analyzes the effect of Knowledge Conversion capability on Organizational Effectiveness in private Universities in Kenya from a SECI Model Perspective. The SECI Model describes the process of interaction between explicit and tacit knowledge. It is now accepted that we live in a knowledge economy and it has been predicted that those organizations that can convert information to organizational knowledge will be the most successful. It was of interest to understand how higher education institutions handle this crucial resource given that they are in knowledge business and thus subjected to market pressures like any other business organization.  Data was collected from the registrars/deputy registrars and academic staff using semi-structured face-to-face interviews which provided the data about how private universities perform these knowledge conversion activities. The study findings contribute to practice, theory and methodology. The findings indicated that knowledge conversion had an effect organizational effectiveness. The study examined private universities only. Future research should be conducted in other higher education institutions such as public universities, colleges and polytechnics. The study recommends that opinions of other stakeholders such as students, other members of staff, employers and communities be studied in future.


Keywords


Resource Based View, Knowledge Conversion Knowledge Management, SECI Model, Organizational Effectiveness.

References