Knowledge Exchange and Team Performance in Non-Governmental Agricultural Organizations in Kenya

Abstract

This study investigated the impact of knowledge exchange on team performance within Non-Governmental Agricultural Organizations in Kenya, utilizing the Leader-Member Exchange (LMX) theory. Employing a convergent mixed-methods design, the research involved 792 employees from 33 organizations. Through stratified random sampling, 266 participants were selected for quantitative data collection via structured questionnaires, while qualitative data was gathered through interviews. Ethical approval was secured from the Institutional Review Board, and a research permit from NACOSTI was obtained before pilot testing. Data analysis, performed with SPSS, incorporated descriptive statistics, inferential tests, and regression analysis. The findings indicated that knowledge exchange in terms of feedback, attitude, dissemination of information, and interaction accounted for 26% of team performance variations in Agricultural NGOs. ANOVA results highlighted a positive and statistically significant influence of knowledge exchange in these domains on team performance. Moreover, the study revealed a 60.8% likelihood of enhancing team performance for every unit improvement in knowledge exchange. Rejecting the null hypothesis (t = 5.545, p<0.05), the study concluded that knowledge exchange positively and significantly influenced team performance in non-governmental agricultural organizations, emphasizing the role of servant leaders in influencing group competence and capability. The recommendations derived from the research advocate for leaders in these organizations to embrace technological advancements, optimize infrastructure, eliminate bureaucratic hurdles, and foster knowledge exchange among employees. Ultimately, the study underscores the importance of encouraging leaders and staff to share knowledge, thereby enhancing organizational capacity and competency.