KNOWLEDGE MANAGEMENT AND PERFORMANCE OF ROAD INFRASTRUCTURE PROJECTS BY LOCAL CONTRACTORS IN NAIROBI CITY COUNTY, KENYA

Abstract

Objective: Despite substantial government investments in road infrastructure in Nairobi City County, projects often faced delays, cost overruns, and poor quality. This study examined the influence of knowledge management (KM) practices on the performance of road projects executed by local contractors, focusing on knowledge creation, knowledge organization, and a knowledge learning culture.

Methods: The study used a positivist paradigm and descriptive-explanatory design. Data were collected from 169 respondents, including local contractors and officials from KENHA, KURA, KeRRA, and the public works department, using a census approach. Structured questionnaires captured information on KM practices and project performance. Quantitative data were analyzed with descriptive and inferential statistics to assess the relationship between KM components and project outcomes.

Results: Effective KM practices significantly improved project performance. Contractors who systematically created and documented knowledge, organized technical information, and promoted a learning culture achieved better planning, fewer delays, and higher-quality outputs. Barriers such as limited training, poor communication, and restricted access to technology hindered KM adoption.

Conclusion and Recommendations: Implementing KM practices can enhance the efficiency, cost-effectiveness, and quality of road projects. Policymakers should provide targeted training, develop centralized knowledge repositories, and incentivize KM adoption, while contractors should institutionalize learning, mentorship, and knowledge-sharing to sustain improvements in project execution.