Mediating Role of Knowledge Management in the Relationship between Organizational Learning and Sustainable Organizational Performance

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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Knowledge Management, Emotional Capability, Teamwork, and Innovativeness: Mediating Role of Organizational Learning

Review of Economics and Development Studies ◽

10.26710/reads.v4i2.407 ◽

2018 ◽

Vol 4 (2) ◽

pp. 227-235 ◽

Cited By ~ 1

Author(s):

Syeda Rumaisa Khalil ◽

Khawaja Khalid Mehmood

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Success Factor ◽

Learning Capability ◽

Mediating Role ◽

Knowledge Based ◽

Critical Success ◽

Innovative Capability ◽

The Relationship

Innovation has become critical success factor in many industries today and numerous scholars approve that it could be achieved through learning in organizations. Despite the availability of numerous researches on innovativeness and organizational learning in international context, there are limited studies that analyze the effect of learning on innovativeness in context of Pakistan. Specifically, the research is limited regarding mediating role of organizational learning between knowledge management, teamwork, emotional capability, and innovativeness; and the main purpose of this study was to fill this research gap. This study draws its framework mainly from resource based view, knowledge based view, and dynamic capability perspective. For this research, data was obtained through survey from managers in Pakistani SMEs operating in multiple sectors. The study performed its analyses using SmartPLS 3.0 based on 149 responses. The study concludes that organizational learning significantly mediates the relationship between knowledge management, teamwork, emotional capability, and innovativeness. The study provides valuable information for Pakistani SMEs about how they could enhance their innovative capability through learning capability.

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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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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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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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An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

Knowledge Management ◽

10.4018/978-1-59904-933-5.ch130 ◽

2011 ◽

pp. 1579-1594

Author(s):

Juin-Cherng Lu ◽

Chia-Wen Tsai

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Learning Organization ◽

Current Knowledge ◽

Business Environment ◽

High Tech ◽

Management Processes ◽

Exploratory Investigation ◽

The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

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The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

International Business Research ◽

10.5539/ibr.v9n1p43 ◽

2015 ◽

Vol 9 (1) ◽

pp. 43 ◽

Cited By ~ 5

Author(s):

Ahmad A. Al-Tit

Keyword(s):

Organizational Culture ◽

Knowledge Management ◽

Organizational Performance ◽

Knowledge Creation ◽

Positive Role ◽

Mediating Role ◽

Hrm Practices ◽

The Impact ◽

The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

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Knowledge management capability as an absorptive for driving innovation: The role of type of innovation

Management Science Letters ◽

10.5267/j.msl.2021.3.002 ◽

2021 ◽

pp. 2071-2080 ◽

Cited By ~ 1

Author(s):

Muhamad Robith Alil Fahmi ◽

Edy Yulianto

Keyword(s):

Knowledge Management ◽

Firm Performance ◽

Company Performance ◽

Mediating Role ◽

Knowledge Based ◽

Management Capability ◽

Knowledge Capability ◽

Knowledge Management Capability ◽

The Relationship

Knowledge-Based View as an intangible resource for the company will become the knowledge capability it possesses. Particularly in the context of SMEs in developing countries like Indonesia, SMEs have a big role in contributing to the country's economy. Therefore, knowledge capability is a resource that must be owned by SMEs that should be able to encourage adopting this type of innovation. In accordance with the basis of Knowledge-Based View, this knowledge will have an impact on company performance and its competitive advantage through the types of innovations that have been adopted. The quantitative method was used by distributing questionnaires totaling 120 SMEs in Indonesia and the data were processed using PLS-SEM. This study has a hypothesis that the relationship between knowledge management capability has a positive and significant effect on firm performance, as well as the mediating role of the type of innovation. The results in this study indicate that knowledge management capability does not have a significant effect on firm performance. However, the relationship between knowledge management capability shows that it has a significant effect on marketing, product, process, and service innovation. Discussions related to these results are also explained by implication factors in this study.

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