Examining Knowledge Management Mainstreaming and Its Influence on Employee Performance in Food Manufacturing Firms in Kenya

Aim: This study examined the extent of knowledge management mainstreaming and its influence on employee performance in food manufacturing firms in Kenya. Methods: The study adopted a post-positivism philosophy and employed an explanatory research design with a stratified proportionate sampling technique. A sample of 384 respondents was selected using Fishers' formula from a target population of 12089 employees from 52 food manufacturing firms. A pilot study covering 40 respondents from 10 food manufacturing firms was conducted. A structured questionnaire administered through drop and collect-later technique was used to collect primary data exposed to descriptive analysis yielding thematic narratives. Results: The results revealed that 75% of firms had largely adopted knowledge management practices with knowledge resources showing the strongest influence on employee performance, followed by processes. Regression models showed that while knowledge management infrastructure explained 41.8% of the variations in employee performance, knowledge processes influenced 45.5%, and knowledge management resources accounted for 62.2% of variations in employee performance. Conclusion: The study concluded that all firms had adopted knowledge management practices to varying extents which had a positive impact on employee performance. Employees emphasized the need for enhanced adoption of knowledge management to optimize performance. Recommendation: The study recommended industry ICT managers to ensure enhanced adoption of information technology infrastructure among employees. Human resource managers should restructure processes and aspects that promote open communication, knowledge sharing, and mentorship. Heads of finance in the firms should ensure budgetary allocation for adequacy of knowledge resources to sustain effective knowledge management systems that optimize employee performance.