| dc.description.abstract | Dynamics as well as uncertainty in operation of organizations for future success requires strategy formulation and implementation of organizational objectives which brings about the understanding of the organizational processes, brings new perspectives, provide solutions, ease of making decisions, strategic priorities, attain sustainable value while upholding a culture of knowledge, control systems and trust. It is noted that the demand for quality service delivery requires a culture that shares tacit knowledge as a norm. Provision for services takes a foremost prominence in consideration of transforming organizations and reforms of public sector in the government of Kenya. Organizations are realizing the importance of knowledge centered culture in remaining agile. The critical focus of carrying out the study aimed at establishing the influence of knowledge centered culture on organizational agility while considering mediating role of tacit knowledge sharing. Study adopted a positivism approach as it allowed collection of information from a huge population. Quantitative correlational research design was adopted as it helped to explain patterns of relationship between the variables. Total population was 8.4 million NHIF contributors and a convenient sample of 385 respondents was selected using Chochran’s sample size formula. Structured questionnaires were used as they guaranteed high level of anonymity and first-hand information. A two-stage cluster sampling method was adopted where selected population was first divided into sections or clusters called counties. From those two counties, Kajiado and Nairobi counties were randomly selected and out of these the researcher selected 385 active NHIF members randomly as a sample. 371 questionnaires were appropriately filled and returned signifying a 96.4% response rate. Data was examined using both descriptive and inferential statistics. Descriptive statistics were presented as means, frequencies, percentages and standard deviations. The inferential statistics were established through Pearson’s correlation and regression analysis. Results from the hypothesis testing established a positive substantial effect between knowledge centered culture and organizational agility. Where participation, knowledge ba, motivation, and trust were found to significantly influence organizational agility at NHIF. Time however did not significantly affect organization agility. The results proved a strong mediating effect of tacit knowledge sharing amid knowledge centered culture and organizational agility. The study contributed greatly towards the prevailing body of knowledge management by giving a new dimension of viewing knowledge centered culture using new parameters like knowledge ba and participation which has not been widely studied. This examination established the relevance of tacit knowledge sharing and knowledge culture in an effort of an organization achieving organizational agility. The study findings also established the need for NHIF to establish a knowledge ba to enable members to share. The study recommended NHIF to develop a strategy on how to cultivate a conducive culture which brings about cohesiveness through participation, motivation, trust, and time and provision knowledge ba. Secondly, NHIF to come up with knowledge sharing strategies which are well anchored in her vision. Major limitations was that organizational agility and tacit knowledge sharing were new concepts to majority of the respondents. Gaining access to some employers was a problem. The size of the sample selected was moderately small thus in view of this, the study results cannot be generalized to other bigger organizations based on this study alone. | en_US |
