| dc.description.abstract | Norwegian Refugee Council Somalia experiences 50% longer emergency response times than
sector standards, with decision-making delays directly impacting 1.2 million beneficiaries due
to deteriorated knowledge-sharing systems where 40% of sharing attempts fail. This study
investigated how standardised knowledge-sharing practices influence organizational decision-
making effectiveness at NRC Somalia. Guided by Social Exchange Theory, Social Capital
Theory, and Information Processing Theory, the research examined systematic knowledge
exchange mechanisms' impact on decision outcomes. The study was conducted at NRC
Somalia offices in Mogadishu, South Central Somalia, Puntland, and Somaliland using a cross-
sectional survey design. The target population comprised 100 staff across five organizational
levels. Census sampling eliminated sampling error. Data collection utilized structured
questionnaires, achieving 89% response rate (n=89), semi-structured interviews with 18 key
informants, and 67 organizational documents. Content validity was established through expert
review, and reliability through Cronbach's alpha (α>0.70). Analysis employed descriptive
statistics and Pearson correlation using SPSS v27. Findings revealed that only 14.6% agreed
that tracking mechanisms existed, 28.1% confirmed effective digital platform utilization, while
57.3% reported delayed critical decisions, and 66.3% experienced bureaucratic delays.
Correlation analysis demonstrated a strong positive relationship between knowledge sharing
and decision-making effectiveness (r=.72, p<.001). The study concludes that informal
WhatsApp networks compensate for failed formal systems while hierarchical filtering prevents
critical knowledge from reaching decision-makers. Recommendations include: NRC
management implementing unified mobile-optimized platforms; IT department establishing
direct field-to-management channels; operations unit developing security-compliant protocols;
monitoring unit creating tracking mechanisms; HR streamlining decision protocols. The study's
novelty lies in quantifying knowledge sharing's predictive power in humanitarian contexts,
demonstrating that addressing sharing deficiencies could improve decision-making
effectiveness by 52%, ultimately enhancing humanitarian response capabilities for vulnerable
populations. | en_US |
