The role of knowledge management in enhancing service delivery: a case study of Moi Univeristy Main Campus in Eldoret, Kenya

Abstract

The application of knowledge management principles is the lifeblood of any organization. Such principles provide for generation of a repertoire of knowledge unique to the organization. The sharing of this knowledge offers the best solutions to the challenges affecting the organization. Moi University faces stiff competition for students and quality service delivery from other Universities. Like all other universities in Kenya, the Moi University must meet the demand for better services from its clients, meet set deadlines for its scheduled activities such as graduation ceremonies, overcome internal technical problems such as misplacement of students‟ marks, and meet the conditions set by regulatory bodies such as the Commission for University Education (CUE). The aim of this study was to investigate how Moi University applies knowledge management practices within its business processes in order to enhance service delivery with a view to proposing suitable mechanisms for the improvement of knowledge management practices at the University. The objectives of the study were to: establish the available knowledge and how it was managed at the Moi University; ascertain the extent to which the application of Knowledge Management practices in the University enhance service delivery; examine the policies formulated by the University to manage knowledge; determine whether or not Moi University used the appropriate ICTs in managing knowledge; establish the challenges Moi University faced in managing knowledge and recommend suitable mechanisms for managing knowledge in order to enhance service delivery at the Moi university. The study, which was based on SECI (1995) knowledge management model and Continuous Service Delivery Model (2003), adopted qualitative methods and case study research design. Purposive sampling and census methods were used in the study. The study‟s target population comprised fifty-one members of staff, drawn from nineteen administrative departments of the Moi University. Thirty-one respondents were available for interviews. Data was collected with the aid of structured interview schedules. The collected data was organized based on various thematic areas and analysed qualitatively. From the research findings it emerged that both tacit and explicit knowledge existed at the Moi University. It was also found that the application of knowledge enhanced service delivery and that there were no organizational policies for KM. The study further established that the ICT application at the University was not appropriate.There were reported incidences of loss of tacit knowledge due to inadequate management strategies, staff turnover/loss of documents, and underutilization of explicit knowledge. Teaching, research and community based services were identified as key aspects of the University‟s in service provision. The study recommended for tapping of tacit knowledge, enhancing of utilization of explicit knowledge, formulation of KM policies, improvement of KM and the ICT infrastructure, introduction of staff rewards for KM support and organizational culture change by creating KM awareness. Mechanisms for tapping tacit knowledge and recommendation for further studies have also been made. The study underpins the power of knowledge in transforming the organization once its business functions are intergrated in the knowledge management program.