Influence of Knowledge Transfer and Knowledge Conversion on Performance of Commercial Banks in Kenya

Godfrey M Kinyua

doi:10.11648/j.sjbm.20150306.13

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.

Highlights

Understanding the determinants of firm performance has long been a key goal within organizational research [33] because performance is considered the most important criterion in evaluating organizations, their actions, and environments
The research design adopted would help to establish the influence of knowledge Transfer and knowledge conversion on performance of Commercial Banks in Kenya
This study investigated the influence of knowledge transfer and knowledge conversion on performance of Commercial Banks in Kenya

Summary

Introduction

Understanding the determinants of firm performance has long been a key goal within organizational research [33] because performance is considered the most important criterion in evaluating organizations, their actions, and environments In this case, a vast body of strategic management literature has sought to offer plausible explanation on performance heterogeneity in organizations [14]. Competitive advantage in the 21st century has been linked to knowledge-based resources which provide heterogeneous capabilities giving each organization its unique character [21] Extant researchers such as [1] and [11] have focused on knowledge transfer and knowledge conversion as some of the key dimensions of knowledge management with potential to improve firm performance. It has been noted that any knowledge transferred between individuals does benefits the organization and tends to improve competence in both the individuals that are involved in the process [34]

Objectives

Methods

Results

Conclusion