THE RELATIONSIP BETWEEN THE QUALITY KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE VIA THE MEDIATING ROLE OF ORGANIZATIONAL LEARNING

Organizations operating in the intensive knowledge-based sector seek efficient management approaches and sustainable development practices to perform efficiently in the dynamic business environment. Knowledge management practice and organizational learning are significant factors in order to achieve sustainable organizational performance in a rapidly changing business environment. Based on the scientific literature analysis, there is still a lack of evidence related to the mediating role of the whole knowledge management cycle, including the five knowledge management processes (knowledge acquisition, creation, storage, sharing, and application) in the relationship between organizational learning and sustainable organizational performance for organizations operating in intensive knowledge-based sectors. This study aimed to examine the impact of the whole knowledge management cycle on the relationship between organizational learning and sustainable organizational performance in intensive knowledge-based sectors, specifically the audit and consulting companies in the Middle East region. Systematic scientific literature analysis, expert evaluation (structured questionnaire), and structural equation modeling (SEM) technique were used to develop and verify the research model. Data was collected through a structured questionnaire distributed among auditing experts working in a knowledge-based sector—audit and consulting companies in the Middle East region. The research results supported the hypotheses stating that organizational learning positively affects knowledge acquisition, storage, sharing, application processes, and sustainable organizational performance. However, the results verified that organizational learning has an insignificant impact on the Middle Eastern audit and consulting companies’ knowledge creation process.

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Impact of Emotional Intelligence and Knowledge Management on Organizational Performance: Mediating Role of Organizational Learning

Journal of Management Info ◽

10.31580/jmi.v11i1.57 ◽

2016 ◽

Vol 3 (3) ◽

pp. 12-17

Author(s):

Qasim Ali Nisar ◽

Hifza Mubeen ◽

Hira Ashraf

Keyword(s):

Emotional Intelligence ◽

Knowledge Management ◽

Organizational Learning ◽

Organizational Performance ◽

Structural Equation ◽

Business Environment ◽

Survey Method ◽

Cross Sectional ◽

Mediating Role

Due to globalization and uncertainty in business environment, organizations need to adapt and update their knowledge to remain competitive and innovative and to enhance their productive level. Moreover, Emotional intelligence is vital and accountable factor that determine the victory in life. Such factor plays a significant part in workplace by influencing the collaboration between managers and employees. However, present study is undertaken to scrutinize the influence emotional intelligence, knowledge management on the performance level of organization with mediating role of organizational learning. Current study is descriptive and cross-sectional. Sample size is 150 and simple random sampling method is used. Questionnaire survey method has used. Structural Equation Modelling (SEM) used to support and prove the hypothesis statistically. Results of study enlightened that there is significant positive relationship between emotional intelligence, and organizational performance. Moreover, knowledge management also significantly associated with organizational performance. Furthermore, findings revealed that organizational learning significantly and partially mediates the relationship between emotional intelligence and performance as well as knowledge management and organizational performance. Therefore, Emotional Intelligence and Knowledge are important inputs and organizational learning is the key practice, which enhances the performance and output of any organization.

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Knowledge management processes and organizational performance: the mediating role of organizational learning

Journal of Knowledge Management ◽

10.1108/jkm-10-2019-0553 ◽

2020 ◽

Vol 24 (8) ◽

pp. 1859-1880 ◽

Cited By ~ 1

Author(s):

María Obeso ◽

Remedios Hernández-Linares ◽

María Concepción López-Fernández ◽

Ana María Serrano-Bedia

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Firm Performance ◽

Organizational Performance ◽

Knowledge Generation ◽

Future Research ◽

Content Type ◽

Mediating Role ◽

And Performance

Purpose The purpose of this paper is twofold. First, it aims to analyze the individual influence of different knowledge management practises (KMP) on firm performance. Second, it aims to analyze the mediating role of organizational learning (OL) between each KMP and performance. Design/methodology/approach A telephone-survey was applied in 2018 to the managers of 400 Spanish firms. The data retrieved was analyzed by using multiple regression analysis. Findings Knowledge generation (KG) and knowledge flow (KF) promote firm performance, while there is not a direct association between knowledge storage and performance. OL mediates the relationship between KG and performance, as well as between KF and performance. Research limitations/implications First, this research confirms that not all the KMP have a direct effect on firm performance, thus, future research would need to differentiate between different KMP. Second, this paper is pioneering in providing empirical evidence that OL mediates the KMP – performance relationship. Third, the empirical study was performed in a context non-researched yet by the literature considering KMP individually: Spain. Practical implications First, besides the results managers should focus their efforts in practises related to KG and application. Second, OL mediating suggests that managers should invest in managerial commitment to promote a shared culture, shared vision, open-mind to new ideas and a lot of dialogue. Originality/value This is the first study that investigates how KMP contribute to firm performance by incorporating the mediating impact of OL. The results will help organizations to identify the KMP improving the performance.

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Linking Knowledge Management with Organizational Performance through Organizational Learning: Evidence from Higher Education Institutions in Pakistan

Global Regional Review ◽

10.31703/grr.2019(iv-iv).35 ◽

2019 ◽

Vol IV (IV) ◽

pp. 319-327

Author(s):

Khalid Rehman ◽

Shadi Ullah Khan ◽

Aziz Javed

Keyword(s):

Higher Education ◽

Knowledge Management ◽

Organizational Learning ◽

Organizational Performance ◽

Higher Education Institutions ◽

Mediating Role ◽

Analysis Technique ◽

Study Results ◽

The Relationship

The present study aimed to examine the mediating role of organizational learning in the relationship between knowledge management and organizational performance in HEIs, KP, Pakistan. Teachers working in the Universities were considered the sample (n=338) of the study. A structured questionnaire comprised items about research variables administered in order to collect data. Baron and Kennys (1986) four-step models applied through Preacher and Hayes (2013) Process macro as a data analysis technique. The current study results show that organizational learning acts partially mediates in the association between KM and OP. Moreover, enriching the literature on this understanding, the present study is also of value in managerial perspective as it helps increase higher education institutions (HEIs) knowledge on how to boost and enhance the performance of the organization by engaging in KM activities.

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Knowledge Management and Organizational Performance: Mediating Role of Organizational Learning: A Study of Corporate Sector in Pakistan

Pakistan Social Sciences Review ◽

10.35484/pssr.2020(4-ii)27 ◽

2020 ◽

Vol 4 (II) ◽

pp. 329-344

Author(s):

Bilal Anwar

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Organizational Performance ◽

Corporate Sector ◽

Mediating Role

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Investigating the mediating role of organizational learning in the relationship between knowledge management aspects and organizational performance of sepah bank in Ardabil province

International Journal of Scientific World ◽

10.14419/ijsw.v4i2.6236 ◽

2016 ◽

Vol 4 (2) ◽

pp. 27

Author(s):

Daryoush Sahebnazar ◽

Ebrahim Dadfar

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Organizational Performance ◽

Organizational Development ◽

Structural Equation ◽

Qualitative And Quantitative ◽

Mediating Role ◽

Modeling Techniques ◽

The Relationship

The organization’s performance is considered as the qualitative and quantitative base of the development of any country. As long as the organizations do not conduct a survey to evaluate their knowledge assets, knowledge and organizational learning which are considered as the necessary parts of any organization, will not improve the performance and organizational development. Accordingly the aim of this study was to investigate the mediating role of organizational learning in the relationship between knowledge management aspects and organizational performance. The population of this study includes employees of Sepah Bank in Ardabil province branches, and sampling was conducted based on Morgan table which its number was equal to 169 and finally 164 questionnaires were analyzed. A questionnaire was used to collect the data and its reliability was investigated and has been approved using Cronbach’s alpha coefficient. The collected data were studied using modeling techniques, structural equation, and bootstrapping. All of the stages were calculated using Stata and Lisrel software. The results showed that knowledge management aspects (knowledge creation, knowledge storage, knowledge sharing and application of knowledge) play a mediating role in the relationship between knowledge management and organizational performance.

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Organizational Learning Act as a Mediator between the Relationship of Knowledge Management and Organizational Performance

Management and Labour Studies ◽

10.1177/0258042x14535158 ◽

2014 ◽

Vol 39 (1) ◽

pp. 31-41 ◽

Cited By ~ 6

Author(s):

Luxmi

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Organizational Performance ◽

Significant Positive Correlation ◽

Manufacturing Sector ◽

Positive Correlation ◽

Mediating Role ◽

Relationship Of ◽

The Relationship

The study seeks to examine the correlation between organizational learning (OL), knowledge management (KM) and organizational performance (OP) and to investigate the mediating role of OL between the relationship of KM and OP. The scope of the study was service and manufacturing sector organizations in India. The sample comprised of 118 respondents drawn from eight service and manufacturing sector organizations. The results revealed that OL is said to be partially mediating the relationship between KM and OP. The findings approve the assertion of previous studies ( Liao and Wu, 2009 ). It was also found that there is a significant positive correlation between KM, OL and OP.

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Mediating Role of Trust on the Effects of Knowledge Management Capabilities on Organizational Performance

Procedia - Social and Behavioral Sciences ◽

10.1016/j.sbspro.2016.11.074 ◽

2016 ◽

Vol 235 ◽

pp. 729-738 ◽

Cited By ~ 9

Author(s):

Saad Alaarj ◽

Zainal Abidin-Mohamed ◽

Ummi Salwa Binti Ahmad Bustamam

Keyword(s):

Knowledge Management ◽

Organizational Performance ◽

Mediating Role ◽

Knowledge Management Capabilities ◽

Management Capabilities

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IT and Knowledge Management Influence on Organizational Learning Capability—The Mediating Role of Organic Structures

China-USA Business Review ◽

10.17265/1537-1514/2015.07.003 ◽

2015 ◽

Vol 14 (7) ◽

Author(s):

Katarzyna Tworek ◽

Katarzyna Walecka-Jankowska ◽

Anna Zgrzywa-Ziemak ◽

Janusz Martan

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Learning Capability ◽

Mediating Role

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Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

Knowledge Management for Competitive Advantage During Economic Crisis - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-4666-6457-9.ch010 ◽

2015 ◽

pp. 164-193 ◽

Cited By ~ 43

Author(s):

Kijpokin Kasemsap

Keyword(s):

Knowledge Management ◽

Resource Management ◽

Organizational Learning ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Sustainable Competitive Advantage ◽

Management Capability ◽

Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

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