The Mediating role of Knowledge Management Strategy in the relationship between Organisational Culture and Innovation Performance of Manufacturing Firms of Uganda.

Charles Bonny Opio; Dr. John Tarus; Dr. Andrew Kimwolo

doi:10.36948/ijfmr.2026.v08i02.69671

The Mediating role of Knowledge Management Strategy in the relationship between Organisational Culture and Innovation Performance of Manufacturing Firms of Uganda.

Author(s)	Mr. Charles Bonny Opio, Dr. John Tarus, Dr. Andrew Kimwolo
Country	Uganda
Abstract	Purpose – To thrive, many businesses, especially those based in developing countries, rely heavily on their ability to innovate. However, improving on the innovation performance is challenging for many manufacturing firms. This study therefore aims to investigate the effect of organisational culture on innovation performance. It also assesses the mediation role of knowledge management strategy in this relationship. Design/methodology/approach – A cross-sectional explanatory survey design was applied to examine the nature of reality. Data was collected from a sample of 263 selected manufacturing firms. Data was analyzed and hypotheses tested using hierarchical and multiple regression models using Hayes Process Macro model fifteen. Findings – The findings shed light on several crucial aspects of organization culture that influence innovation performance. Specifically, clan culture, culture–adhocracy, and market-culture were found to have a substantial impact on innovation performance. Additionally, the study uncovers a noteworthy insight that knowledge management strategy plays a mediating role in the relationship between organisational culture and innovation performance, particularly in the context of the manufacturing sector. Research limitations/implications – The study only covered organisational culture among manufacturing firms, even though it is also popular in organisations especially the service sector organisations. Thus, the findings are not generalizable to all other firms. Further, the study employed a cross-sectional quantitative research design, yet innovation performance fluctuates over time and depend on the environment that one is facing at that particular time. Finally, the study was limited to only two predictors of innovation performance: organisational culture, and knowledge management strategy despite the existence of several other predictors. Practical implications – Results suggest that effective cultures practiced at firm level is likely to improve on the level of innovativeness of manufacturing firms. Moreover, the research has recognized the significance of knowledge management strategy as a precursor to innovation. Partial mediation influence of knowledge management strategy on the relationship between organizational culture and innovation performance was also revealed. The findings of this study might help managers and policy makers of the manufacturing firms to develop effective strategies, and policies to enhance the innovation performance by ensuring that positive cultures are practiced and that the staff have right knowledge through codification personalization. Originality/value – This research stands out due to the fact that it provides new knowledge that knowledge management strategy acts as the mechanism through which organisational culture can enhance innovation performance.
Keywords	Organisational Culture, Knowledge Management strategy, and Innovation Performance.
Field	Business Administration
Published In	Volume 8, Issue 2, March-April 2026
Published On	2026-03-11
DOI	https://doi.org/10.36948/ijfmr.2026.v08i02.69671

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The Mediating role of Knowledge Management Strategy in the relationship between Organisational Culture and Innovation Performance of Manufacturing Firms of Uganda.

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