Enhancing Organisational Performance in Kenyan Universities Through Effective Tacit Knowledge Management
Murumba, Joan Wakasa
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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.