MARKET CULTURE AND KNOWLEDGE SHARING PRACTICES: A CASE OF NEW KCC, NAIROBI, KENYA
Abstract
This study investigated the influence of market culture on knowledge-sharing practices within the New Kenya Cooperative Creameries (New KCC) in Nairobi, Kenya. Grounded in Cameron and Quinn’s Competing Values Framework. The study conceptualized market culture as the independent variable and knowledge sharing as the dependent variable. A mixed methods approach was employed to provide both depth and breadth of understanding. Qualitative data were obtained through semi-structured interviews with senior managers to explore organizational knowledge dynamics, while quantitative data were collected via structured surveys administered to lower-level employees. Qualitative data were obtained through semi-structured interviews with senior managers to explore organizational knowledge dynamics, while quantitative data were collected via structured surveys administered to lower-level employees. Data analysis using simple linear regression revealed a moderate and positive relationship between market culture and knowledge-sharing practices. The findings indicate that market-oriented cultural attributes such as competitiveness, goal orientation, and performance focus, contribute significantly to knowledge exchange within the organization. The study concludes that strengthening market culture can enhance knowledge-sharing behaviors and organizational learning. It recommends that management foster open communication, employee engagement, innovation, and transparency to promote effective knowledge sharing and align departmental and organizational objectives.
Keywords: Market Culture, Knowledge Sharing, Organizational Culture, New KCC, Kenya, Mixed Methods
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