Abstract:
The study sought to establish the influence of tacit knowledge sharing on the
performance of public sector in Kenya. The study objectives were: To
determine the tacit Knowledge factors and their effect on public sector
performance, to establish interventions that the public sector can utilize to
enhance tacit knowledge sharing and consequently public sector
performance. The study was guided by intellectual capital theory,
constructivism theory; self-efficacy theory, knowledge economy theory and
Nonaka' s model of knowledge creation. The study employed use of
descriptive and comparative research design and targeted all public sector
departments in Kenya. Eight counties namely Samburu, Makueni, Kirinyaga,
Kilifi, Nairobi, Homa Bay, Bungoma and Garissa, formed the sample of the
study. The study adopted purposive sampling and simple random sampling
to seek responses from the management and the line staff in the chosen public
departments. Questionnaires were dropped and picked and the data collected
was analyzed using descriptive and inferential statistics. The analyzed data
was presented in tables and other appropriate presentations. Chief among the
conclusion made were that workforce communication and interactions,
organizational culture and functional boundaries have a more significant
influence on organizational performance than motivation. The county by
county analysis showed that workforce communication and interactions were
insignificant in all the counties. Both were positive in Garissa, Makueni and
Kirinyaga counties. In all other counties, they were negative and insignificant.
Functional boundaries were found to be positively significant in Samburu,
Kilifi, Bungoma, Garissa and Kirinyaga counties. However in the remaining
counties, they were positive but insignificant. Organizational culture was
found to be positively insignificant in Samburu, Kilifi, Makueni and Nairobi
County but was negatively insignificant in the other counties. Motivation was
found to be positively significant in Samburu, Kilifi, and Bungoma counties
but was positively insignificant in the rest of the counties. On the national
government analysis, the national government was found to lack concrete
policies on tacit knowledge sharing and counties displayed unique
characteristics in the county by county analysis. The study also recommended
that the government both national and county come up with knowledge
sharing policies and also transform into resource centers that can generate
knowledge. Recommended areas for further research are replication of the
study to performing institutions and longitudinal research to establish the
influence of tacit knowledge sharing on public sector performance
