` Africa International Journal of Management Education and Governance (AIJMEG) 2(3):10-20(ISSN: 2518 -0827)

Africa International Journal of Management, Education and Governance

© Oasis International Consulting Journals, 2017 (ISSN: 2518-0827) www.oasiseduconsulting.com

Nurturing Tacitk Knowledge through a Knowledge Centered Culture for Organizational

Agility
1RibuthiJane Njoki – PhD Candidate, School of Business Studies
Kenya Methodist University – Nairobi Kenya
Email address – [email protected]
2Dr. Eng. Thomas A. Senaji, Chairman of Post Graduate Studies

Kenya Methodist University

Email address – [email protected]

Received on 4th August 2017 Received in Revised Form on 26th August 2017 Accepted on 23rd Sept 2017

Abstract
Organizations are battling with unending demand for improved and quality service delivery from her
customers. This requires new approaches to knowledge culture that facilitates sharing of tacit knowledge
among all the stakeholders of an organization. Service delivery has been one of the major focus areas of
organizational transformation and public sector reforms in Kenyan Government. Competition among
the players pushes the organizations to come up with strategies of becoming and remaining agile.
Organizations are realizing the importance of knowledge centered culture to enable them share
knowledge efficiently and effectively as knowledge that is not well managed and shared corrodes easily.
The concern of this paper is that existing tacit knowledge may be lost if not tapped. Failure of tapping
into tacit knowledge affects organizational agility negatively. How to retain or tap tacit knowledge
remains an area of interest to researchers. This paper foresees an urgent need of coming up with the
most effective mechanisms for tapping tacit knowledge within the organization. Tacit knowledge
according to this paper is meant to be that knowledge that is intrinsic, in form of ideas experiences and
emotions. Knowledge centered culture is taken to mean an organizational culture that allows knowledge
related activities which later necessitates smooth flow of knowledge. Organizational agility is seen as
that organization that is able to swiftly manage change, pursue opportunities and maintain competitive
advantage while remaining a learning organization and innovative.
Key words: Knowledge centered culture, tacit knowledge sharing, organizational agility

Introduction
Environment for tacit knowledge sharing
Voluntary knowledge sharing behaviour at Ekta (2013) reported that knowledge
organizational level has become essential sharing success is dependent on several
for knowledge management and factors such as organizational culture,
considered. This is being considered environment which involves a high level of
crucial for organizational effectiveness employee participation, understanding
while viewing individual, organizational and measuring employee perceptions.
and technological factors that facilitate Maria (2014) acknowledged processes that
successful flow of knowledge (Aris, 2013). facilitate knowledge sharing and studied
the impact of those processes on

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 ` Africa International Journal of Management Education and Governance (AIJMEG) 2(3):10-20(ISSN: 2518 -0827)

organizational performance. His main sustainable and using it as competitive

forms for knowledge sharing were advantage.
suggestion boxes, workshops and An agile organization is associated with a
transversal projects for improvement. He culture that enables the creation of a
highlighted people as the sources of knowledge ba which is the place or context
knowledge. He saw knowledge sharing as for the creation of both individual and
a building block for the success of any collective knowledge. Tacit knowledge
organization. To date, this is being adopted sharing can be made possible if
as a survival strategy by successful commitment to share knowledge is part of
organizations. the business strategy of any organization.
Managing organizational knowledge
The role of Knowledge Centered Culture needs an appropriate strategy
and Organizational Agility (Witherspoon, Bergner, Cockrell, & Stone
2013).
Knowledge centered culture has been Theory and Hypothesis
defined as a set of organizational values, This study adopted the three theories and
norms, and beliefs on the basis of which the the SECI Model which are explained here
employees create, share, and apply below:-
knowledge in the organization. This has SECI Model - This model has a lot of
been identified as an important antecedent weight in this study as knowledge takes
to knowledge sharing in individuals with place in social exchange and through
high levels of trust propensity (Ferreira & people, where people have to participate in
Francisca 2014). Knowledge centered knowledge exchange. Participation being a
culture is termed as a rigid tacit variable that is being considered while
infrastructure of ideas that shape our attempting to understand knowledge
thinking, our behaviour and perception of centred culture has been found to have a
our business environment. It is an significant influence on both tacit
environment that makes knowledge knowledge sharing initiatives and
sharing a norm with a crucial objective of organizational agility.
attaining agility (Gurteen, 2017) Self – efficacy theory – This is a theory of
A study by Peralta and Saldanha, (2014) on motivation. The theory asserts that
knowledge centered culture and individuals with high self- efficacy as well
knowledge sharing with moderator role of as those who are intrinsically motivated
trust established that knowledge centered are more willing to share knowledge (Linn,
culture is a solid platform to salvage 2011; Welshmen et al., 2012). Individuals
organizational tacit knowledge which with high level of self-determination are
contributes significantly to an agile more likely to share their tacit knowledge.
organization. Knowledge centered culture The study chose this theory as intrinsic
is being viewed as a critical success factor motivators are proposed to have a positive
of knowledge management practices by significance in a knowledge centered
the organizations in pursuit of culture. Motivation as an independent
organizational agility (Ajmal, Helo, & variable established that people are
Kekale, 2010). While tacit knowledge pushed to spend time to share knowledge
sharing may be of great benefits to both the as well as building a norm of sharing
employees and the organization, there knowledge where intrinsic motivators
seems to be problems within the exists.
organizations in coming up with strategies Self- determination Theory – This theory
of tapping it, exploiting it, making it asserts that one has the capability to
perform a task or behaviour. It is the belief
that one has the power to produce that

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effect by completing a given task or activity This study hypothesizes that knowledge
related to that competency. It relates to a centered culture facilitates smooth flow of
person’s perception of their ability to reach tacit knowledge and thus enabling an
a goal. It is the expectation that one can organization to remain agile.
master a situation, and produce a positive
outcome. Self-efficacy is an important Design/methodology/approach
concept in tacit knowledge sharing The realization of the value of a
(Alberta, 2015). This study chose this knowledge centered culture, the role of
theory on the basis that employees can tacit knowledge sharing and the end
achieve their best given the right result of an agile organization is as a
environment and platform. A knowledge result of review of extant empirical
centered culture can trigger a behaviour of literature. The study was composed of
effectiveness and efficiency as shown in the 384 respondents of members who
findings of this study contribute to National Hospital
Insurance Fund. 362 respondents
Theory of reasoned Action - The theory responded through a structured
suggests that stronger intensions lead to questionnaire giving a 91% response.
increased effort to perform the behaviour, Regression analysis confirmed the
which also increases the likelihood for the hypothesis posed.
behaviour to be performed. Attitudes and Results
personal norms play an important role in There is need for organizations to
this theory. This theory was selected to establish an environment where tacit
assist in understanding the role of trust in knowledge can be shared freely. This can
both tacit knowledge sharing and easily be achieved if an organization
organizational agility aspects. The study establishes a knowledge ba.
established that if the level of trust is high, Organizations should also come up with
people will share their tacit knowledge. mechanisms which allow employees to
The four theories put together formed the actively participate in tacit sharing
basis of understanding how a knowledge activities. Intrinsic motivators should be
centered culture can facilitate tacit enhanced. The tables below shows how
knowledge sharing activities and therefore each variable responded.
achieve the organization to remain agile.
Hypothesis
Table 1 Reliability Analysis

Variable Coefficient N Comment

Employees
Participation 0.786 4 Acceptable
Knowledge ba 0.720 5 Acceptable
Motivation 0.833 4 Acceptable
Trust 0.748 3 Acceptable
Time 0.735 3 Acceptable
Organization agility 0.865 14 Acceptable
Tacit knowledge 0.872 15 Acceptable
sharing
(Source: Authors, 2017)
The findings established that all the aspects value. Participation had coefficients of
under study registered Cronbach Alpha 0.786 and 0.791 respectively. Knowledge
coefficients more than the acceptable 0.7 ba had coefficients of 0.720 and 0.735;

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motivation had 0.833 and 0.882; trust had organization agility had coefficients of
0.748 and 0.779 and time had 0.735 and 0.865 and 0.889 while tacit knowledge
0.720. The findings further pointed out that sharing had coefficients of 0.872 and 0.766.
Table 2 Knowledge ba
Item Mean Std. Deviation
Management is a good example to employees 3.7232 .41881
in setting standards of behaviour which
drives a vision of customer focus.
NHIF management has provided employees 3.1441 .30626
with an environment where people are
encouraged to explore, discover, take risks
and develop trust.
NHIF has a well-developed tacit knowledge 2.9643 .75151
platform anchored to its mission statement.
NHIF information systems facilitate the 4.2143 .26904
sharing of information and knowledge
across all the stakeholders.
There is need for NHIF to provide online 3.0357 .30093
networks and social gatherings.
Aggregate Score 3.4163
(Source: Authors, 2017)

While testing the existence of a knowledge should be well anchored in the

ba, the results above indicated that organizational mission statement. The
channels of how the employees received organization should at the same time
the information was well set out as shown encourage sharing of knowledge through
by mean (4). The organization should online networks and promote social
however come up with strategies of gatherings.
establishing a knowledge ba (2.9) which
Table 3 Motivation
Item Mean Std. Deviation
NHIF management respects and appreciates
3.2768 .74633
knowledge workers.
NHIF pairs juniors and seniors in order to
3.1696 .66156
share knowledge
NHIF is a flat organization which makes
3.0536 .69864
knowledge sharing easy
There is motivation for employees to share
4.0446 .29852
knowledge at NHIF.
Aggregate Score 3.3862
(Source: Authors, 2017)
Table 3 above shows that employees are result showed the management does not
well motivated to share their tacit respect and appreciate knowledge workers
knowledge (4) while employees disagreed (3). Mentorship through pairing of juniors
on transparency of the organization on the and seniors to enable sharing of knowledge
basis flatness of the organization (3). The is not practiced (3).

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 ` Africa International Journal of Management Education and Governance (AIJMEG) 2(3):10-20(ISSN: 2518 -0827)

Table 4 Trust
Item Mean Std. Deviation
NHIF is transparent on issues relating to 3.6161 .72471
new information to her employees.
I belief that my employer equips every 3.5089 .78261
employee with knowledge and skills so as to
perform the task better.
Employees’ views are considered when 3.9554 .76392
raised through the right channel.
Aggregate Score 3.6935
(Source: Authors, 2017)
The result above shows that the element of trust is well understood and the employees agreed.
The mean of (4) agrees that if the views are passed through the right channel, the management
takes action. There is transparency on the issues of information flow as pertains the
employees.

Table 5 Time

Item Mean Std. Deviation

There is need to create time to train
4.0446 .69852
employees on knowledge policies at NHIF.
There is general lack of time to share
3.6161 .72471
knowledge at NHIF.
It is sometimes difficult to reach to the
person who has the solution to a problem at 3.5089 .78261
NHIF.
Aggregate Score 3.7232
(Source: Authors, 2017)

The results showed that there is need for creating more time where employees can be trained
on policies of sharing knowledge (4). It was established that it is sometimes difficult to reach
the person who the knowledge to a certain problem (3.5). At the same time there is lack of
available time to share tacit knowledge (3.6).

Table 6 Tacit Knowledge Sharing

Item Mean Std. Deviation
NHIF has established a page (wiki) where 2.5536 .94763
employees can share their ideas, pass hot
spot information and track emerging
customer needs

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NHIF has assigned mentors to junior officers 2.5982 .85828

where experiences can be passed on
NHIF has embraced succession planning 2.9189 .89211
programs
NHIF is committed in rewarding employees 2.3036 .82977
who actively share their knowledge
NHIF has established face-to-face 2.5446
opportunities where members meet to
exchange knowledge
NHIF has made knowledge sharing a 2.4732 .94656
routine for all employees
NHIF has established problem solving 2.3661 .98045
sessions where members can learn from the
problems.
NHIF employees are involved in 2.0268 .95232
brainstorming programs which allows new
knowledge to flow.
There is a task force to draft a knowledge 2.7321 .80047
sharing strategy at NHIF.
NHIF has extra-curricular activities where 3.7411 .99318
employees can socialize outside office hours
allowing employees to pursue collaborations
and innovation.
NHIF has a calendar for departmental and 4.0901 .53171
teams retreats whose aim is to broaden the
organizational knowledge.
NHIF has a participative goal setting, 4.1429 .78105
measuring and feedback for tacit
knowledge.
NHIF employees are free to ask questions 2.5446 .46975
and get feedback.
NHIF has established communities of 3.9732 .56088
practice to ensure organization’s
competitiveness.
Aggregate Score 2.9292
(Source: Authors, 2017)

The results showed that respondent were almost neutral to almost all the questions posed on
tacit knowledge sharing saw a mean of (3) indicating tacit knowledge sharing is rarely or list
practiced. However, the respondents indicated that the organization has a participative goal
setting.

Table 7 Descriptive Statistics on Organizational Agility

Item Mean Std. Deviation

I feel that NHIF has values that are aimed at 3.4107 .98231
efficiency.
All employees undergo skills development 3.7768 .75243
programs at NHIF.

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I have witnessed employees with huge 3.7589 .88272

experience and knowledge leave NHIF in
the last two years.
NHIF employees are empowered to make 3.3929 .86175
simple and quick decisions on behalf of the
management.
NHIF has a culture that embraces 3.1518 .85706
knowledge sharing.
NHIF pays for skills and knowledge that 3.2679 .89945
contribute to performance.
NHIF encourages innovation through 3.9286 .57983
knowledge sharing.
NHIF has employee’s empowerment and 3.8304 .89933
participation programs.
I feel that NHIF knows how to adjust for the 4.0625 .52635
benefit of her members.
I feel that NHIF delivers effective business 3.6250 .73116
processes.
NHIF is known for speed in implementation 3.1696 .84738
of customers’ expectations.
I feel that NHIF uses the state-of-the-art 4.1964 .30881
technologies.
I feel that the quality of products that NHIF 3.5536 .75805
offers to her members are superior
compared to other health insurance
providers.
I feel that my organization motivates and 4.3832 .76040
maintains proficient employees.
As a member of NHIF, I enjoy customer 4.2791 .66246
intimacy and value.
Aggregate Score 3.7192
(Source: Authors, 2017)

The results on organizational agility discussed and as such, there is an urge

indicated that the employees were need to enlighten the organizations on the
motivated to share ad that the organization relevance of setting up a platform or space
has strategies of maintaining proficient or structure where which can aid in tacit
employees (4.4) The employees also feel knowledge flow. The findings concurs
valued and enjoys customer intimacy (4.2) with the studies done by Sabherwak &
however, respondents felt that the Becerra, (2003) which viewed a knowledge
organization need to improve on the speed ba as a problem – solving systems based
so as to serve the clients better (3). on technology like case-based reasoning
Furthermore, the respondents did not whose aim is to help the organization in
agree with the statement that the achieving its agility. The respondents felt
organization has a culture that embraces that the presence of a knowledge ba was
tacit knowledge sharing (3). not felt.
Discussion Participation – A study by Mehrabi,
Siyadat & Allameh, (2013) emphasised the
Knowledge ba – The results shows that
need of employees’ participation in
knowledge ba has not been widely

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decision making process as a way of for the need to share. At the same time, the
boosting organizational agility. This study study supports the study by Welshmen, et
agrees with their study as the more al., (2012) that indicated the need to salvage
employees are engaged and allowed to the existing tacit knowledge in the
participate both in tacit knowledge sharing organization through a knowledge culture
activities and decision making the more so as to remain agile
efficient and effective becomes and thus a Organizational agility - Agility is the
sign of organizational agility. ability to respond and react to
environmental changes in a quick and
Motivation – A study by Yeon, et al., (2015)
timely manner. To be successful in today’s
found that sharing knowledge depends
competitive world, organizations and
heavily on motivation aspect, either
institutions must take steps towards agility
intrinsic or extrinsic motivation. This study
(Abbasi et al, 2013). This study concurs
supports their study as respondents
with this research as the respondents
indicated that they will share their tacit
expressed the need for NHIF to improve on
knowledge if they are intrinsically
the speed as they serve her clients.
motivated. Wang and Hou (2015) in their Conclusion and Recommendations
research also expressed that both intrinsic
and extrinsic rewards has a positive 1) Organizations should come up with a
influence on knowledge sharing activities. culture which embraces strategies of
He urged the management to take time to how to tap and reserve the tacit
understand these motivational factors as knowledge.
they have a role to play among the persons 2) The relevance of a knowledge ba
who engage in tacit knowledge sharing. should be given a priority by
This study advices the management to organizations whose aim is reaching
come up with varieties of both intrinsic and and attaining agility.
extrinsic rewards. 3) The strategy of tacit knowledge sharing
Knowledge centered culture – The should be anchored on the vision of the
findings concurred with the study done by organization. Tacit knowledge sharing
Peralta & Saldanha, (2014) which indicated in an organizational setup should be an
the need to test knowledge centered organizational norm.
culture using other variables other than 4) There is need for organizations to
trust alone. The inclusion of knowledge ba evaluate their culture as a culture that
and participation gives a new dimension embraces tacit knowledge sharing has
for researchers and added new knowledge higher chances of remaining
to the body of research. Study findings competitive. This can be done by
indicated that knowledge centered culture bringing in intrinsic motivators and
has a significant impact on organizational creating more time to share knowledge.
agility. At the same time, tacit knowledge 5) Though little literature exists on
sharing influenced positively the knowledge centered culture in Kenya,
organizational agility. the results points at urgent need for
Tacit knowledge sharing – This study organization to re-look at their
fulfilled the recommendations of Asrar & indicators of both culture and tacit
Anwar (2016) who pointed out the need to knowledge sharing to avoid pitfalls on
carry out a research on knowledge sharing their endeavor to achieving agility.
practices in developing countries. This Knowledge ba and members
study has established that tacit knowledge participation should be given a higher
sharing activities are not yet fully opportunity.
embraced. This calls for vibrant trainings

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Conceptualisation
KNOWLEDGE CENTERED CULTURE AND ORGANIZATIONAL AGILITY

Participation
Conclusion/implications
Knowledge ba ORGANIZATIONA
L AGILITY
Motivation
 Innovation

Trust  Speed

Time  Efficiency

 Quality

 Flexibility

 Accountability

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