Knowledge Management and Organisational Performance in Kenya's National Government: Cross-Sectional Survey Evidence

Purpose. This study examines whether knowledge-management conditions are associated with 
organisational performance in Kenya's national-government State Departments and whether 
implementation evidence and employee motivation clarify the relationship. 
Design/methodology/approach. A quantitatively dominant cross-sectional survey was completed 
by public officers in 21 State Departments. Of 530 questionnaires issued, 426 were valid for analysis. 
Six-item Knowledge Management and Organisational Performance scales were analysed using 
Pearson correlation, HC3-robust regression, departmental-cluster and specification checks. The 
dataset also retained 414 substantive open-ended Knowledge Management responses, which were 
reanalysed thematically. 
Findings. Knowledge Management correlated positively with Organisational Performance (r = .460, 
95% CI [.382, .532], p < .001). In the focal model, a one-point difference in Knowledge Management 
was associated with a .508-point difference in reported performance (HC3 SE = .065, beta = .460, p 
< .001; R2 = .212). Its unique coefficient was smaller and non-significant in the combined SHRD + 
motivation model (B = .121, HC3 SE = .082, beta = .109, p = .140). Digital access scored highest, 
while structured handover scored lowest. A secondary moderation analysis showed that the 
Knowledge Management-performance relationship strengthened as Employee Motivation increased 
(KM x Motivation B = .296, p < .001), becoming reliably positive above a motivation score of about 
2.748.