Knowledge Management, Organizational Innovation and Project Performance in Health-Based Non-Governmental Organisations in Uganda.
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Date
2020-12-17
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Makerere University Business School
Abstract
Globally, the failure rate for projects undertaken by health-based NGOs has been a notable concern from policy makers and executives alike. This study was therefore undertaken with the objectives of establishing the relationship between knowledge management and project performance, determining the relationship between organizational innovation and project performance, and examining the relationship between organizational innovation and project performance within health NGOs in Uganda. The study applied a cross-sectional research design where quantitative data were analysed using SPSS version 23 for better interpretation of the relationship between the study variables. Using a sample size of 80 projects, the study successfully obtained data from 257 respondents from 73 projects, giving a response rate of 80.3%. The study also used inferential statistics of correlation and regression analysis. The findings revealed a statistically significant and positive relationship between knowledge management and project performance, knowledge management and organizational innovation, as well as organizational innovation and project performance. Furthermore, it was observed that knowledge management and organizational innovation were significant predictors for project performance, although organizational innovation was a better predictor of project performance than knowledge management. In view of these findings, project managers within health-based NGOs should ensure that they strengthen their knowledge management and innovation practices to promote the performance of the different projects implemented. Based on this conclusion, it was recommended that there is a need to promote knowledge sharing platforms, such as group discussion meetings, where staff can interact freely to prevent overruns related to time, budget, and cost; engage in continuous organizational innovation, such as process and competence in their operations, to improve project outcomes. The study helps project managers within health-based NGOs understand the need for knowledge management and innovation to improve project performance. The evidence highlights the powerful influence of knowledge management on project performance, knowledge management on organisational innovation, and organisational innovation on project performance
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This is a master's thesis
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Citation
Abwang, B. (2023). Knowledge management, organizational innovation, and project performance in health-based non-governmental organisations in Uganda. Makerere University Business School.