Department of Computer Science

Permanent URI for this collectionhttp://localhost:4000/handle/20.500.12092/1961

Browse

Author: search.filters.author.Kwanya, Tom

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    The Impact of Information Management Practices on the performance of County Governments in Central Kenya: A Case of Nyeri County
    (2016-04) Ngirigacha, Esther Wairimu; Kwanya, Tom
    Information management is critical in influencing an organisation’s ability to sustain a long-term competitive advantage. This chapter, resulting from a research study, examines the impact of information management practices on the performance of county governments in Central Kenya using the Nyeri County government as a case study. The study specifically sought to determine the information management practices used by the Nyeri County government; and establish the effectiveness of these information management practices in supporting government activities. The study was designed as a survey and targeted 82 management and administrative county staff in the six sub-county offices of Nyeri County (in Tetu, Kieni, Mathira, Othaya, Mukurweini, and Nyeri Town) and the Nyeri County governor. The study adopted census sampling design due to the small number of the potential respondents and also because this method was bound to enhance the reliability of the findings. The choice of a census design maximised the confidence level while at the same time greatly reduced the margin of error. Questionnaires and interview schedules were used as the main data collection instruments. The study found out that effective use of information management practices has enabled the Nyeri County government to be more responsive and consistent in service delivery as well and projected an image of good faith in a bid to audit and improve governance. These practices were effective mainly because they improved service delivery in the county office, and maintained convenient, secure and efficient storage and retrieval of county government information in the county government offices. The findings of this study may be used by the governors as the base upon which to review the county accountability and transparency principles and practices.
  • Thumbnail Image
    Item
    Enhancing Organisational Performance in Kenyan Universities Through Effective Tacit Knowledge Management
    (2016-04) Murumba, Joan Wakasa; Kwanya, Tom
    Knowledge is an important asset and tacit knowledge is located in the minds of people. To succeed, organisations have to make the best use of their knowledge assets. This can be achieved through diverse initiatives such as mentorship programmes, team learning and development, communities of practice, development of knowledge sharing platforms, storytelling and enhanced channels of communication. Universities, just like all the other organisations must strategically respond to the current developments in the knowledge society and specifically in the management of tacit knowledge assets. This chapter reviews literature on tacit knowledge management to unravel how universities in Kenya manage and utilise their tacit knowledge to improve organisational performance, as well as the challenges they face in this process. The authors propose a tacit knowledge management framework for consideration by universities in Kenya and beyond. The authors reviewed literature on tacit knowledge management in relation to universities in Kenya. They specifically analysed documents on the strategies for managing tacit knowledge as well as the challenges hampering their effectiveness. Well defined organisational strategies, good leadership, knowledge sharing culture, mentorship, communities of practice and customised technology are seen to be catalysts of tacit knowledge management. While, the lack of incentives and rewards, insufficient mentorship programmes and lack of recognition of human capital inhibit tacit knowledge exploitation which negatively influences organisational performance. The authors established critical contributions of tacit knowledge management on organisational performance. These findings may be used to support relevant policy development in academic institutions. Universities may also benefit by implementing or adapting the proposed tacit knowledge management framework.
©Karatina University