Influence of Knowledge Transfer and Knowledge Conversion on Performance of Commercial Banks in Kenya
Science Journal of Business and Management
Volume 3, Issue 6, December 2015, Pages: 228-234
Received: Oct. 20, 2015; Accepted: Oct. 29, 2015; Published: Nov. 16, 2015
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Authors
Godfrey M. Kinyua, School of Business, Kenyatta University, Nairobi, Kenya
Stephen M. A. Muathe, School of Business, Kenyatta University, Nairobi, Kenya
James M. Kilika, School of Business, Kenyatta University, Nairobi, Kenya
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Abstract
This study examines the influence of knowledge transfer and knowledge conversion on performance of Commercial Banks in Kenya. The study adopted explanatory and cross-sectional survey design. The target population of this study comprised of all the 43 Commercial Banks in Kenya. The unit of observation was the functional area in each bank. Primary data was collected using a semi-structured questionnaire. The questionnaire was hand delivered and collected later by the researcher in order to enhance the response rate. Secondary data was collected using document review and was used to validate information collected from the questionnaire. The response rate in this study was approximately seventy three percent which was considered adequate for making inferences and drawing conclusions. Quantitative data was analyzed using descriptive and inferential statistics. Descriptive statistics included percentages, frequencies, means, and standard deviations while inferential statistics involved regression analysis. Results from quantitative data analysis were presented using figures and tables. The findings of the study established that knowledge conversion and knowledge transfer have positive influence on performance.
Keywords
Knowledge Management, Knowledge Transfer, Knowledge Conversion, Organizational Performance
To cite this article
Godfrey M. Kinyua, Stephen M. A. Muathe, James M. Kilika, Influence of Knowledge Transfer and Knowledge Conversion on Performance of Commercial Banks in Kenya, Science Journal of Business and Management. Vol. 3, No. 6, 2015, pp. 228-234. doi: 10.11648/j.sjbm.20150306.13
Copyright
Copyright © 2015 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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