1. Knowledge Sharing, Organizational Learning and Performance of Top 100 Medium Enterprises in Kenya By Joyce, W. Ndegwa 1, Vincent, N. Machuki 2, PhD. Jackson, K. Maalu 3, PhD 1 School of Business, Catholic University of Eastern Africa, Kenya 2 School of Business, University of Nairobi, Kenya 3 School of Business, University of Nairobi, Kenya

2. Contents Introduction Literature Review and Hypotheses Methodology Results Discussion Conclusion Implications

3. Introduction This study is grounded on the view that organizations have hidden reservoirs of knowledge in terms of tacit and explicit knowledge, which can be tapped through knowledge sharing to improve performance. Knowledge resource is considered a key determinant of corporate success due to its contribution to innovation Knowledge sharing helps in combining various levels of know- how to create new organizational knowledge and acquisition of deeper levels of understanding leading to better business performance Knowledge sharing contributes to organizational learning by making employees better problem solvers, more creative and innovative thinkers, more confident and proficient workers

4. Introduction Cont… This study was anchored on resource based and knowledge based theories. Resource based theory advances the view that performance differences across firms can be attributed to the variance in firms’ resources and capabilities Knowledge Based Theory (KBT) depict firms as repositions of knowledge and competences. The theory focuses on knowledge as a fundamental source of human productivity. Organizational learning literature has highlighted the importance of knowledge ; however, less attention has been focused on the role of organizational learning on the relationship between knowledge sharing and organizational performance

5. Introduction Cont… Medium-sized companies are key players in innovation, bringing creativity into products and services. Knowledge sharing was considered a major contributor to the learning, creativity and innovation According to Kenya Vision 2030, Kenya intends to become a knowledge-led economy where creation, adaptation and use of knowledge will be among the most critical factors for rapid economic growth (GoK, 2012) The future of Kenyan economy depends to a great extent on the success of medium-sized companies due to their great potential in achieving macroeconomic goals of nations Finally, knowledge sharing has gained recognition in large companies, yet there is little evidence of its impact in medium- sized companies.

6. Literature Review and Hypotheses Knowledge sharing fuels growth in regional and national economies by fostering communities of innovators and ensuring knowledge diffusion (Appleyard, 1996). Knowledge sharing helps the organization to use available resources in the most efficient way by transferring the best practices from one department to another, from one project or client to another Knowledge sharing helps in avoiding mistakes and develops the ability to innovate (Keskin, 2005) This study sought to make a contribution by empirically testing whether knowledge sharing facilitates organizational performance. To make a contribution in this regard, we put forth a proposition: H 1 : Knowledge sharing has a statistically significant effect on firm performance.

7. Literature Review and Hypotheses Cont… Organizational learning can be perceived as a principal means of achieving strategic renewal of an enterprise (Crossan, Lane and White, 1999). It is a prime organizational capability which occurs when organizations develop a deeply ingrained learning culture and have education, training and mentoring programs available to encourage organizational learning (Grant, 1996) Crossan et al. (1999) contend that convergence has not occurred on how organizational learning impacts organizational performance. The foregoing discussion led to the hypothesis: H 2 :Organizational learning has a statistically significant mediating effect on the relationship between knowledge sharing and organizational performance.

8. Methodology The study adopted a cross-sectional survey All top 100 companies were contacted to participate in the study making the study a census survey. Data was collected using structured questionnaires The respondents were chief executive officers, senior managers, human resource managers or line managers in the targeted top 100 medium-sized companies Cronbach’s Alpha coefficient was used to test for reliability while Pilot study was used to test for validity of the instrument Data was analyzed using simple and hierarchical regression to test the hypothesized relationships.

9. Results: H1- Knowledge Sharing and Firm Performance ModelrR2R2 F- value Sig.Test Result Financial performance=f(knowledge sharing)0.2260.0510.7840.541No overall significance Internal business processes=f(knowledge sharing)0.1830.0340.5050.732No overall significance Customer satisfaction= f(knowledge sharing)0.2870.0821.2990.281No overall significance Individual significance of(PC) Learning and Growth= f(knowledge sharing)0.3940.1552.6650.041Overall significance Individual sig. of (WR) Social performance=f(knowledge sharing)0.2040.0420.6300.643No overall significance Environmental performance=f(Knowledge sharing)0.4180.1753.0700.023Overall significance Individual sig. of (M) Non Financial performance=f(knowledge sharing)0.4960.2464.7420.002Overall significance Individual sig. of (WR and M) Organizational performance=f(knowledge sharing)0.4320.1873.3340.016Overall significance Individual sig. of (WR) Knowledge sharing: Written reports, Meetings, Shared databases, Personal conversations Supports knowledge sharing influences organizational performance (Yi,2009) Found mixed findings Supports RBT and KBT

10. Results: H2 Mediation Effect of Organizational Learning on the Relationship between Knowledge Sharing and Firm Performance HypothesisrR2R2 ∆R 2 ∆FSig. F change Sig.Test Result Knowledge sharing and financial performance as mediated by organizational learning 0.1800.0330.0211.3100.2570.371No overall significance Knowledge sharing and non financial performance as mediated by organizational learning 0.2460.0610.0150.9310.3390.153No overall significance Organizational learning: Individual learning, Group learning, Institutional learning Does not support the hypothesis since the mediation effect is not statistically significant The finding could be explained by the age of the firm (in that it takes time to establish the relationship between OL and performance) and the different industries (Jiang and Li, 2008)

11. The findings on the effect of knowledge sharing on organizational performance established that knowledge sharing has a statistically significant effect on organizational performance. The results indicate greater effect of knowledge sharing on non financial performance especially learning and growth as well as environmental performance. This implies that organizations should not only measure performance on the basis of financial measures but should consider non financial indicators of performance. This study finding is in line with previous findings (Harlow, 2008; Manaf, 2012). Discussion

12. Discussion Cont… The mediating effect was not statistically significant on both financial and non financial performance. This implies that knowledge sharing impacts on organizational performance regardless of the state of organizational learning in the medium-sized companies in Kenya Additionally, the relationship between knowledge sharing and organizational performance could also be impacted by other factors not included in this study. No known study has analyzed the mediation role of organizational learning on the relationship between knowledge sharing and organizational performance in a single model. The current study results contributed to knowledge by integrating organizational learning as a mediator variable

13. Conclusion Based on the research findings, this paper concludes that knowledge sharing has a positive and statistically significant effect on firm performance. This implies that organizations should not only measure performance on the basis of financial measures but should consider non financial indicators of performance. The study established that there is no statistically significant mediation effect. This led to the conclusion that medium-sized companies in Kenya share knowledge despite the state of organizational learning.

14. Implications on Theory The study links the theoretical views into an integrated framework in order to provide better understanding of the relationships between knowledge sharing, organizational learning and organizational performance. Supports Resource based theory and Knowledge based theory by clarifying how knowledge resources can contribute to better performance through knowledge sharing. Extension of frontiers of knowledge-new insights Provides a basis for further empirical tests, replication and theory validation

15. Implications on Policy Policy makers can utilize the findings of this study to formulate sound support strategies for medium enterprises by creating knowledge sharing forums for business incubation. Policy makers can create forums for businessmen to mentor upcoming entrepreneurs which would enable the government to deal with the challenge of unemployment among Kenyan youths Adds value to Kenya Vision 2030 which relies on creative talents and innovation which are as a result of Knowledge sharing Regional Integration- Most of the Top 100 companies operate regionally meaning opportunities exist in EAC

16. Implications on Managerial Practice The study has implications for managerial practice with regard to managers and employee training, coaching and skill development. The study contributes by showing how to make knowledge a strategic choice for improving firm performance by providing a basic framework to shape their knowledge sharing strategies. The findings reveal that knowledge sharing improves learning and growth as well as environmental performance. This is critical in this age of green marketing. The sustainable balanced scorecard approach adopted for this study has an important managerial implication with regard to employee compensation in that compensation should not only be based on financial performance only but should consider non financial indicators as well.

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