Knowledge Generation and Strategy Implementation in Public Sector Organizations in Kenya: A Case of the Kenya Bureau of Standards.

Abstract

This study examined the influence of knowledge generation on strategy implementation in public sector organizations in Kenya, with a focus on the Kenya Bureau of Standards. Government institutions generate vast amounts of knowledge; however, they lack structured frameworks for knowledge generation leading to inefficiencies in strategy implementation. The study was guided by Resource-based view theory. The study adopted mixed-methods research design, incorporating descriptive, case study, and correlational approaches to allow for both broad and in-depth exploration of the study variables. The research was conducted at KEBS offices countrywide, with a target population of 1,080 employees. A pilot study was done at Nakuru with 36 participants, while the final sample size was 292 employees. Stratified random sampling was used to ensure a diverse representation of employees across various departments. Primary data was collected using structured questionnaires and in-depth interviews, while secondary data was obtained from policy documents, institutional reports, and relevant literature. Quantitative data analysis involved descriptive and inferential statistics using SPSS. Descriptive statistics, including measures of central tendency, frequency distributions, and percentages, were used to summarize data. Inferential analysis, including correlation and multiple regressions were conducted to assess the relationships between knowledge management practices and strategy implementation. Qualitative data was analyzed thematically to provide deeper insights into the impact of knowledge management on strategic processes. Overall, the study showed that effective knowledge generation positively influences strategy implementation in the public sector. The results revealed that knowledge generation is a moderate, significant and positive influencer of strategy implementation. The study recommended that the organization’s management review its knowledge generation policy to update and align it to the strategic goals of the organization.