The Role of Knowledge Management on Job Satisfaction

Author(s):  
Kijpokin Kasemsap

This chapter introduces the framework and causal model of organizational culture, organizational learning, knowledge management, and job satisfaction. It argues that dimensions of organizational culture, organizational learning, and knowledge management have mediated positive effect on job satisfaction. Knowledge management positively mediates the relationships between organizational culture and job satisfaction and between organizational learning and job satisfaction. Organizational culture is positively related to organizational learning. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational learning, knowledge management, and job satisfaction through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational learning, knowledge management, and job satisfaction, but also assist in the understanding of intricate relationships among different factors.

Author(s):  
Kijpokin Kasemsap

This chapter introduces the framework and causal model of organizational culture, organizational learning, knowledge management, and job satisfaction. It argues that dimensions of organizational culture, organizational learning, and knowledge management have mediated positive effect on job satisfaction. Knowledge management positively mediates the relationships between organizational culture and job satisfaction and between organizational learning and job satisfaction. Organizational culture is positively related to organizational learning. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational learning, knowledge management, and job satisfaction through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational learning, knowledge management, and job satisfaction, but also assist in the understanding of intricate relationships among different factors.


Author(s):  
Kijpokin Kasemsap

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.


2016 ◽  
pp. 406-429 ◽  
Author(s):  
Kijpokin Kasemsap

This chapter introduces the framework and causal model of organisational learning, knowledge management, knowledge-sharing behaviour, and organisational innovation. It argues that dimensions of organisational learning, knowledge management, and knowledge-sharing behaviour have mediated positive effect on organisational innovation. Knowledge-sharing behaviour positively mediates the relationships between organisational learning and organisational innovation and between knowledge management and organisational innovation. Organisational learning is positively related to knowledge management. Understanding the theoretical learning is positively beneficial for organisations aiming to increase organisational innovation and achieve business goals.


Author(s):  
Kijpokin Kasemsap

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.


2017 ◽  
pp. 270-298
Author(s):  
Kijpokin Kasemsap

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.


2017 ◽  
pp. 189-220
Author(s):  
Kijpokin Kasemsap

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.


Author(s):  
Kijpokin Kasemsap

This chapter introduces the framework and causal model of organisational learning, knowledge management, knowledge-sharing behaviour, and organisational innovation. It argues that dimensions of organisational learning, knowledge management, and knowledge-sharing behaviour have mediated positive effect on organisational innovation. Knowledge-sharing behaviour positively mediates the relationships between organisational learning and organisational innovation and between knowledge management and organisational innovation. Organisational learning is positively related to knowledge management. Understanding the theoretical learning is positively beneficial for organisations aiming to increase organisational innovation and achieve business goals.


Author(s):  
Kijpokin Kasemsap

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.


2020 ◽  
Vol 7 (1) ◽  
pp. 53
Author(s):  
Fahmi Jahidah Islamy ◽  
Tjutju Yuniarsih ◽  
Eeng Ahman ◽  
Kusnendi Kusnendi

This study aims to examine the influence of organizational culture on performance through knowledge management. The sample in this study amounted to 259 lecturers at private universities in the city of Bandung. Two-level hierarchical linear modeling (HLM) is used to analyze hierarchical structure data in this study, namely at the lecturer level as an individual and at the study program as a group level. The results showed that organizational culture had a significant positive effect on knowledge management, knowledge management had a significant positive impact on performance, and organizational culture had a positive and significant impact on performance directly or indirectly.


2020 ◽  
Vol 16 (2) ◽  
pp. 52-66
Author(s):  
Leila Afshari ◽  
Ali Hadian Nasab ◽  
Geoff Dickson

This study examined the mediating role of social capital on the relationship between organizational culture and knowledge management. Data were obtained from bank employees in Iran. After a screening process, the data from a sample of 127 employees was used to test the mediation model using structural equation modeling (SEM). The results indicated that organizational culture had a significant positive effect on knowledge management and social capital. Furthermore, social capital had a significant positive effect on knowledge management confirming the mediating role of social capital. The current research contributes to the knowledge management literature by exploring a plausible explanation for the strong relationships between organizational culture and knowledge management. This study encourages practitioners to develop social capital and mutual trust among employees to promote effective knowledge management practices.


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