EFFECT OF KNOWLEDGE REPOSITORY ON STRATEGY IMPLEMENTATION IN PUBLIC SECTOR IN KENYA A CASE STUDY OF KEBS

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Published Mar 7, 2026
DOI https://doi.org/10.61426/business.v7i1.479

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JACQUELINE NJERI KANG’IRI
PhD Candidate, School of Business and Education, Kirinyaga University, Kenya
DENIS MUCHANGI, PhD
Senior Lecturer, Department of Business, Kirinyaga University, Kenya
PIUS ODUNGA, PhD
Associate Professor, Department of Business, Kirinyaga University, Kenya

Abstract

This study examined the influence of knowledge repository on strategy implementation in public sector organizations in Kenya, with a focus on the Kenya Bureau of Standards. Unlike public institutions in Asia and Western nations, where knowledge repository is embedded within operations, Kenyan public sector organizations have struggled to leverage knowledge effectively. The private sector, in contrast, has embraced knowledge repository, resulting in increased innovation and improved performance. The study was guided by the Transformational Learning Theory. The study adopted mixed-methods research design, incorporating descriptive, case study, and correlational approaches to allow for both broad and in-depth exploration of the study variables. It was conducted at KEBS offices countrywide, with a target population of 1,080 employees. A pilot study was done at Nakuru with 36 participants, while the final sample size was 292 employees. Stratified random sampling was used to ensure a diverse representation of employees across various departments. Primary data was collected using structured questionnaires and in-depth interviews, while secondary data was obtained from policy documents, institutional reports, and relevant literature. Quantitative data analysis involved descriptive and inferential statistics using SPSS. Descriptive statistics, including measures of central tendency, frequency distributions, and percentages, were used to summarize data. Inferential analysis, including correlation and multiple regressions were conducted to assess the relationships between knowledge management practices and strategy implementation. Qualitative data was analyzed thematically to provide deeper insights into the impact of knowledge management on strategic processes. The study showed that effective knowledge repository positively influence strategy implementation in the public sector. The results revealed that knowledge repositories have positive and significant influence on strategy implementation in the public sector in Kenya. The study recommended that the leadership and managers initiate the development of a knowledge management department and allocate adequate resources and personnel to spearhead implementation of KM best practices.

Article Details

Issue
Vol 7 No 1 (2026)
Section
Articles
Author Biographies

JACQUELINE NJERI KANG’IRI, PhD Candidate, School of Business and Education, Kirinyaga University, Kenya

PhD Candidate, School of Business and Education, Kirinyaga University, Kenya

DENIS MUCHANGI, PhD, Senior Lecturer, Department of Business, Kirinyaga University, Kenya

Senior Lecturer, Department of Business, Kirinyaga University, Kenya

PIUS ODUNGA, PhD, Associate Professor, Department of Business, Kirinyaga University, Kenya

Associate Professor, Department of Business, Kirinyaga University, Kenya

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