Influence of Knowledge Mapping on Employee Performance in Public Universities in Kenya

Author(s)

Billiah Millicent Maende , Wario Guyo , Romanus Odhiambo , Renson Muchiri Mwangi ,

Download Full PDF Pages: 97-104 | Views: 790 | Downloads: 202 | DOI: 10.5281/zenodo.3702230

Volume 9 - February 2020 (02)

Abstract

Knowledge workers are important and key strategic resources in all types of organizations; they are value creators and value adders whose major contributions come from their abilities to process and apply knowledge and information to completing tasks, making decisions, and solving problems. Through descriptive research design the study examined the influence of knowledge mapping on employee performance in public universities in Kenya. Simple regression analysis revealed positive and significant influence of knowledge mapping on employee performance in public universities in Kenya

Keywords

Knowledge mapping, Employee Performance

References

i.        Ajmal, M.M. & Koskinen, K.U. (2008). Knowledge transfer in project-based organizations: an organizational culture perspective.Project Management Journal, 39(1), 7-15.

ii.      Aming’a, N.N. (2013). Effects of knowledge management practices on organizational   performance: A case study of selected campuses of Kisii university,Kenya.    Unpublished Master of Knowledge Management Thesis of Kisii University

iii.    Bohlander, G.W., & Snell, S.A. (2007). Managing Human Resources. South Western College.

iv.     DLS Group Inc. (May 24, 2007). 10 Ways to Better Blended Learning for Knowledge   Workers. Retrieved from http://74.125.155.132/scholar

v.       Driessen, S., Huijsen W-O., &Grootveld, M. (2007). A framework for evaluating knowledge-mapping tools. Journal of Knowledge Management, 11(2), 109-117.

vi.     Drucker, P.F. (1993). Post-Capitalist Society. New York: Harper Collins Publishers.

vii.   Gichuhi, Z. W. (2014).Determinants of effective knowledge management practices in    selected university libraries in Nairobi and Kiambu Counties, Kenya.Unpublished     PhD thesis. Kenyatta university,Kenya.

viii. Hellstrom, T., & Husted, K.(2004).  Mapping knowledge and intellectual capital in       academic environments. Journal of Intellectual Capital, 5(1), 165-180.

ix.     Ho, C., (2009). The relationship between knowledge management enablers and performance. Industrial Management & Data Systems, 109(1), 258-274.

x.       Lee, J.,& Fink, D. (2013). Knowledge mapping: encouragements and impediments to adoption.Journal of Knowledge Management, 17(1), 16-28.

xi.     McFarlane, D.A. (2008). Effectively managing the 21st Century Worker. Journal of Knowledge Management Practice, 9(1), 28-38.

xii.   Nonaka, I., & Takeuchi, H. (1995). The knowledge creating company. New York: Oxford University Press. New York, NY.

xiii. Oso, W.& Onen, D. (2009).General guide to writing research proposal and Report:A handbook for beginners ( 2nd Edition.). Kampala: Makerere University Printer.

xiv. Powell, W.W.,& Snellman, K. (2004), The Knowledge Economy. Ann. Rev. Soc. 30: 199-220.

xv.   Prusak, L. (1997). Knowledge in Organizations, Butterworth-Heinemann, USA. Psychologist, 20: 321-33.

xvi. Salina, D., & Wan Fadzilah, W. Y. (2010). Knowledge management and firm performance in SMEs: The role of social capital as a mediating variable. Asian Academy of Management Journal, 15(2), 135-155.

xvii.           Sekaran, U., & Bougie, R. (2013). Research Methods for Business: A Skill-Building Approach. 6th Edition, Wiley, New York.

Cite this Article: