| dc.description.abstract | The current theories and literature on organisational resilience are limited in a number of ways. First, they fall short of providing explanations for building organisational resilience especially in the public sector. They tend to concentrate on examining organisational resilience more as a process while ignoring organisational resilience as an output. Lastly, the contribution of various studies and theories has ignored to examine the extent to which knowledge management and, creative climate influence organisational resilience through innovation. Accordingly, the researcher theorised, conceptualised, and tested an organisational resilience model using a population of parastatals. The study examined organisational resilience, the influence of knowledge management, and creative climate on organisational resilience with innovation as a mediator. The researcher analysed the interaction effects of; knowledge management, and creative climate on organisational resilience, knowledge management, and creative climate on innovation. The study used a cross-sectional design to collect quantitative data using a structured questionnaire from 62 randomly sampled parastatal organisations in Uganda whereby 242 seniour managers from 51 parastatals responded. The researcher also collected some supplementary qualitative data through interviews with some senior managers from 12 parastatal organisations. The researcher used quantitative data to test the model and qualitative data to supplement the discussion of findings. Data analysis involved mainly exploratory factor analysis, confirmatory factor analysis, zero order correlation, hierarchical regression, path analysis, Sobel testing, and interaction graphing.
The findings indicate that; the level of organizational resilience in Ugandan parastatals was moderate, and organisational resilience is composed of organizational adaptation, organizational competitiveness, and no organisational value. Knowledge management and creative climate are positively and significantly related to innovation, innovation is positively and significantly related to organizational resilience. Knowledge management and creative climate explain 72% of the variance in innovation. Innovation also explains 72% of the variance in organizational resilience. Both knowledge management and creative climate did not have a direct effect on organizational resilience, except through the full and partial mediation of innovation respectively. There were no interaction effects of; knowledge management, and creative climate on organisational resilience, knowledge management, and creative climate on innovation.
The main conclusion is that, Ugandan parastatals can improve the level of organisational resilience by improving knowledge management, and creative climate, as mediated by innovation. The study also concludes that parastatals in Uganda are more adaptive than competitive and have limited organisational value. The findings support the theoretical framework adopted in this study except that there is no support for knowledge creation, and public value. Parastatals in Uganda need policies to guide knowledge management, innovation, and human resource management all of which geared towards building organizational resilience. The managerial implications are that; managers in Ugandan parastatals should carry out organizational innovations as a gateway for knowledge management and creative climate to build organizational resilience. The managers should also carry out knowledge management with specific objectives which are monitored and evaluated. Overall, the study generates empirical evidence on less studied phenomena in the public sector. The evidence highlights the powerful influence of innovation in building resilience based on knowledge management and creative climate. | en_US |
