Knowledge management as a tool for improving Work performance in selected law firms in Nairobi County, Kenya

Abstract

Knowledge management is recognized as an important tool for sustaining competitive merit and improving performance of work. It is a means through which law firms can clout their knowledge base and intensify work performance. The assessment of knowledge management performance has become increasingly invaluable since it provides the indicator for guiding organizations to improve their work execution and competitiveness. Many law firms have no documented and planned approach to tap the organization’s knowledge and make it accessible to the staff for enhancement of service delivery. The aim of the study was to investigate how knowledge management practices improve work performance in selected law firms in Nairobi County with a view to propose strategies that would improve that performance. The study’s objectives were to establish the knowledge management practices in selected law firms in Nairobi County, assess the contribution of knowledge management to the work performance of the selected law firms in Nairobi County, determine the knowledge and information requirements in the selected law firms in Nairobi County and determine the strategies and methods required for knowledge identification, documentation, organization, utilization and preservation in the selected law firms in Nairobi County. The study was informed by the learning organization theory. The study adopted a positivist paradigm and a highly quantitative approach with some few elements of qualitative aspects was chosen. The study therefore adopted a case study design in tandem with the philosophy and approach selected. Qualitative data was collected using focus group discussions supported by document review. Quantitative data on the other hand was collected using questionnaires. Quantitative data collected was analyzed using descriptive and inferential statistics while qualitative data was analyzed using thematic analysis. The quantitative data was presented using tables, charts and graphs while qualitative data was presented in narrative descriptions. The results revealed that most of the respondents 86.5% were aware of knowledge management and they indicated that they had knowledge management in their law firms. From the inferential statistics analysis, there was a significant agreement across different attributes examined that knowledge management is a tool for improving work performance which is, p<0.05. This was reflected in focus group discussion results. In conclusion it was established that knowledge management is a tool for improving work performance. The study therefore recommended awareness forums for knowledge management. The law firms need well developed knowledge management strategies and policies to act as guidelines and reference tool kits for knowledge management. Finally, law firms should formulate retention strategies to ensure important knowledge held by advocates and other staff does not get lost as they leave through retirement, dismissals and death or through any other way.