Knowledge-Sharing Routines and Operational Performance Of Healthcare Entrepreneurship In Kenya

Abstract

Franchising is increasingly being adopted in Kenya’s healthcare sector, yet limited empirical evidence exists on how management capabilities, particularly knowledge-sharing routines, influence health care entrepreneurship operational performance. This study examined the influence of knowledge-sharing routines on the operational performance of healthcare entrepreneurship in Kenya. The study was anchored on the Agency and Relational View Theories and adopted mixed methods design aimed at providing rich and comprehensive responses to the study’s research questions. The target population comprised of 11,150 health entrepreneurs with stratified random sampling applied to select a sample size of 386. Quantitative data was collected through structured questions, while qualitative data was collected through interview guide. Quantitative data was analyzed through descriptive and inferential analysis while qualitative data was analyzed through content analysis and NVIVO. A strong positive relationship between Knowledge Sharing Routine and Operational Performance among healthcare entrepreneurs was reported, with regression analysis (R² = 0.682, B = 0.669, p = 0.000) confirming that increased knowledge sharing significantly enhances performance. Regression analysis indicating that SORs account for 64.2% of the variance in performance (R² = 0.642). The findings demonstrate that knowledge-sharing routines in terms of training of franchisees, managerial knowledge transfer, operational staff training, mentorship and coaching play a critical role in enhancing the operational performance of healthcare entrepreneurs in Kenya. This implies that franchisees benefit significantly from structured and informal knowledge exchange, with training programs, managerial knowledge transfer, and staff development contributing to improved business operations. It is thus recommended that in order to enhance operational performance, franchisors should strengthen their knowledge-sharing routines by institutionalizing both formal and informal mechanisms. For instance, franchisors should expand structured training programs, incorporating interactive learning methods such as simulations, mentorship programs, and industry-specific case studies to improve franchisee capabilities.