Riara University Repository
Riara University Institutional Repository is a digital archives that collects, preserves and desseminate scholarly outputs of Riara University and it's faculty
error.top-level-communites
Recent Submissions
A Review of Two-Thirds Gender Rule in Kenya: Case of Women Representation
(International Journal of Political Science and Governance, 2025-10-27) Charity W Njimu; Shem O Sam
Background: Gender disparity has been a developmental global concern and a crippling phenomenon in realization of full potential of Kenya as a country. Women’s condition is characterized by time poverty, petty trade, low education attainment, undesired health outcomes, little to no inclusion in pertinent decision-making processes. In Kenya, the situation is perceived to be improving courtesy of progressive promulgated constitution. This paper seeks to explore progress towards gender inclusivity through the lens of political representation.
Objective: To review the progress towards realization of two-thirds gender rule in Kenya and predict its possible realization.
Method: The study reviews data contained in statutory state and nonstate documents including international convention reports. Quantitative data is mined from parliamentary Hansard covering 1st -13th August Houses. Descriptive and time series ARIMA model analysis is done to forecast future projections of political representation and achievement of the two-thirds gender rule. Qualitative analysis is equally conducted to capture interests that would not be obtained otherwise. Results are interpreted and discussed.
Results: The analysis revealed that the beginning of multiparty democracy in 1992 resulting in 7th parliament; and Agenda Four Reforms preceding 11th parliament, particularly new constitutional dispensation, bolstered female representation. Presently, the 13th Parliament has 267 and 82 males and female representatives, respectively. The gap between both genders is 185, translating to 23.5% for women. However, the two-third gender rule implies that the gap should not be more than 117, a deficit of 35 seats presently. The ARIMA model forecast shows the likelihood of two-thirds gender rule being achieved and surpassed after 2047.
Conclusion: With continued progressive reforms and pertinent legislation, proper enforcement of Agenda Four reforms, the analysis predicts that two-thirds gender rule achievement in the foreseeable future.
COP28 Progress or Regression? An Empirical and Historical Comparative Analysis of COP Summits
(Published by Uskudar University (Istanbul, Turkey) in partnership with the UN-accredited Caribbean ASEAN Council (Roseau, Commonwealth of Dominica), 2023-08) Ibrahim Ozdemir, Dato Sadja Matthew Pajares Yngson, Dayo Israel, Julius Otundo, Nathalie Beasnael, Abdoulie Ceesay and Ashfaq Zaman
This report is a joint publication of the Faculty of Humanities and Social Sciences at Uskudar University (Istanbul, Turkey) and the Caribbean ASEAN Council (Rosea, Commonwealth of Dominica), with contributors from Turkey, the Commonwealth of Dominica, Nigeria, Kenya,
Chad, the Gambia and Bangladesh.
Üsküdar University was founded in 2011 by the Human Values and Mental Health Foundation, a leading nongovernmental charitable organization. It is Turkey’s first thematic university focused on behavioral sciences and health. Its purpose is to apply scientific, contemporary, and critical perspectives to national and international studies based on human and ethical values.
The Caribbean ASEAN Council is an NGO registered with the United Nations Department of Economic and Social Affairs and administered by the Eastern Caribbean-Southeast Asia Economic and Cultural Chamber (EC-SEA Chamber). The latter is recognised by the United Nations as part of the SIDS Global Business Network under the United Nations Office of the High Representative for the Least Developed Countries, Landlocked Developing Countries and Small Island Developing States (UN-OHRLLS) It is also an official participant to the UN Global Compact and an Associate Member of the Conference of NGOs in Consultative Relationship with the UN.
COVID-19 Knowledge Management on SMES Survival
(International Journal of Research in Education Humanities and Commerce, 2023-04) Julius Otundo
The novel coronavirus (COVID-19) has adversely affected the global community and like most countries, Kenya has not been spared, Kenya’s international trade performance, its financial and commodity markets, and the entire macroeconomic environment have all been affected (Gui2de EA., 2019).SMEs have been vulnerable to the effects of the covid-19 pandemic as seen in the report by the International Trade Centre, (2020) it was uncovered that two-thirds of these SMEs have had their operations strongly impacted by the pandemic with two-thirds of all businesses claiming that same in Africa. Moreover, informal businesses are at a higher risk of closing down and are more susceptible to the effects of the pandemic due to their reduced ability to access financing. SMEs in Kenya have been facing unprecedented income losses and uncertainties about their future because of business disruptions due to the outbreak of COVID-19. Most SMEs do not have financial reserves to meet expenses during emergencies. SMEs need Knowledge management support to access and adopt digital technologies as well as respond to the current pandemic situation and for long-term transformation (Diana, S. et al., 2020). To increase their understanding of consumer needs, the business environment, and the actions of their rivals, SMEs must engage in knowledge acquisition, which is the process of gathering information from a variety of sources (Koohang, et al., 2017). Knowledge management, a process of acquiring, converting, applying, and protecting knowledge assets, is crucial for value creation. The purpose of this paper is to integrate these Knowledge management processes (knowledge acquisition, knowledge conversion, knowledge application, and knowledge protection), into the SMEs to help them adapt and respond to the current pandemic. This paper seeks to discuss some knowledge management initiatives to help SMEs handle these critical issues of the COVID-19 pandemic that will help them to sustain livelihood in the pandemic and eventually encourage knowledge management initiatives such as avoiding misinformation, psych educational, and, developing competencies such as resilience, agility, and ambiguity tolerance in the SMEs that can work to tackle the pandemic crisis.
Tacit Knowledge Sharing and Organizational Competitiveness in Kenya
(International Journal of Research in Education Humanities and Commerce, 2023-04) Julius Otundo
According to Choi &lee 2003, tacit knowledge is what is rooted in the mind and can be transferred in form of learning by doing and learning by watching. It can be completely tacit, semiconscious, or unconscious knowledge held in people’s heads and bodies (Leonard & Sensiper, 1998) Tacit knowledge can be classified into two dimensions: technical and cognitive (Pathirage et al., 2007). Technical encompasses information and expertise in relation to “know-how” while cognitive consists of mental models, beliefs, and values. Tacit knowing embodied in physical skills resides in the body’s muscles, nerves, and reflexes and is learned through practice. Tacit knowledge is also embodied in cognitive skills (Leonard & Sensiper, 1998). While explicit knowledge is easily exploitable, tacit knowledge is difficult to be extracted without the consent of the knowledge owner. Tacit knowledge is one of the strengths that an organization has that is more difficult to transfer or copy (Noteboom, 1993). In the resource-based theory, Hisrich et al. (2008) further highlight that in order for organizations to create unique resources which are rare, valuable, and non-immitigable; it has to exploit their internal knowledge. Many organizations in Kenya make use of intelligent solutions and business analytics to find new insights into their business processes and performance. Such insights are extracted through creativity and innovative methods to generate and gather large amounts of information about their clients, service providers, competitors, processes, procedures practices, and measures to produce substantial value. This has created a need for finding a suitable approach to tacit Knowledge sharing. This paper critically analyzes the deterrents of tacit knowledge sharing on Organization competitiveness. The study will also establish an understanding of how organizations can more easily share knowledge that will increase its performance, driven by an understanding of leveraging tacit knowledge.
Tacit Knowledge Management in SMES in Kenya
(International Journal of Research in Education Humanities and Commerce, 2023-04) Julius Otundo
According to Michael Polyani (2002), a Hungarian-British polymath, Tacit knowledge is bi-structured with conscious and unconscious propositions. He emphasized that all employees needed a combination of theoretical and formal knowledge and experience, intuition, and spontaneous information. In SMEs, tacit knowledge is in the structure and relationship of people. This mixture allows them to know and act within the rules of the organization, and cope with changing conditions flexibly. Going by the established relationship between organizational competitive advantage and tacit knowledge, it is important to understand the tacit knowledge management strategies of the SME sector, which has been confirmed to be a major economic support for nations, irrespective of the development level. In developing countries such as Kenya, SMEs play a significant role in practically all economies, especially, with challenges relating to employment and income distribution (Ozkan et al., 2019, p. 1). In particular, the ability of SMEs in Kenya to compete is crucial to their economic success. Managing tacit knowledge will reduce the negative consequences of losing employees, preserve organizational memory, ensure continuity of performance, and reduce organizational knowledge gaps. These will, in turn, aid organizational competitive advantage (Adesina, A. O & Ochola., 2020).
With the above in mind, this paper discusses how SMEs in Kenya presently manage their tacit knowledge focusing on people and processes in order to develop a framework that will support tacit knowledge management. It looks deeper at SMEs as a key component of knowledge management and a matter of management philosophy about knowledge.