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Assessment Of Knowledge Transfer Strategies On The Performance Of Project Teams In Nairobi City County, Kenya

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  • Joseph Maruti Mwicha

  • Dr. Assumpta Kagiri

Abstract

Purpose: Knowledge management is still in its infancy in comparison with other bodies of management thought. It has had some notable success as well as much failure, and still has a long way to go in developing standardized and proven models and methods. The aim of this study was to assess the effect of knowledge transfer strategies on the performance of project teams in in Nairobi City County, Kenya. Methodology: The study adopted a descriptive survey research design, targeting the 54 small and medium sized organizations that carry out construction projects in Nairobi City County. The study used primary data which was collected using structured questionnaires. Secondary data was obtained by reviewing literature related to the study. Statistical Package for Social Sciences version 23 was used in analyzing the data. The study used both descriptive and inferential statistics in data analysis. Descriptive statistics involved the use of means, frequencies and standard deviations. Correlation and regression analysis were used to determine the strength and directions of the relationships between the variables. Presentation of data was done using graphs and tables. Results: The study found that mentoring had a strong significant relationship with project team performance, r = .649, p < .000. The study also found that exit interviews had a moderate significant influence on project team performance, r = .483, p < .000. The study found a strong significant influence of communities of practice on project team performance, r = .751, p < .000. A moderate relationship was also determined between after-action reviews and project team performance, r = .314, p < .003. Unique contribution to theory, practice and policy: Further, after-action reviews were done through continuous review of targets, review of achievements and required changes within project and also undertaking training in weak areas. The study recommends use of these techniques as reciprocal mentoring in all organizations that can help the organizations managers and employees to mutually benefit from each other. Also, the organizations need to invest in feedback and insight gathering especially when employees leave a project, as their ideas can be used to improve the performance of the project team, and other project teams in the future.

Suggested Citation

  • Joseph Maruti Mwicha & Dr. Assumpta Kagiri, 2019. "Assessment Of Knowledge Transfer Strategies On The Performance Of Project Teams In Nairobi City County, Kenya," International Journal of Entrepreneurship and Project Management, IPRJB, vol. 4(2), pages 14-38.
    • Handle: RePEc:bdu:oijepm:v:4:y:2019:i:2:p:14-38:id:901
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    References listed on IDEAS

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