Impact of Knowledge Sharing on Sustainable Performance: Mediating Role of Employee’s Ambidexterity

Abstract

The prime objective of the current study is to examine the impact of knowledge sharing and employee ambidexterity on the sustainable performance of manufacturing firms operating in the KPK province of Pakistan. In addition to this, the study has examined the mediating role of employees’ ambidexterity in the relationship between knowledge sharing and sustainable performance. The final sample included 240 respondents, which represented a response rate of 68%. The study employed SEM-PLS for data analysis. The results indicate that the employee’s ambidexterity fully mediates between knowledge sharing and sustainable performance. Knowledge sharing appears as a significant determinant of employees’ ambidexterity and sustainable performance. Meanwhile, the employee’s ambidexterity also has a positive and significant relationship with sustainable performance. In the field of Management Sciences and other disciplines, knowledge sharing is considered a significant field of study. Globally, very little research has targeted these variables. This research offers conceptual highlights for developing the influence of knowledge sharing on the sustainable performance of employees particularly in the manufacturing sector.

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“…HEIs' success is mainly dependent on the success of their students, who are the primary stakeholders ( 17 ). Having the necessary skills and abilities to compete in today's rapidly changing industrial environment is essential for students to succeed ( 18 ). In today's intensely competitive academic climate, various factors play a significant role in how well students perform academically ( 19 , 20 ).…”

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“…In addition, in the study conducted by Al-Shawabkeh (2018), which is very similar to this research, it was revealed that knowledge sharing has a mediating role in organisational ambidexterity. Similarly, in the study conducted by Aamir et al (2021), it was determined that the effect of knowledge sharing on sustainable performance was mediated by employee ambidexterity. Therefore, when all studies are evaluated together, it can be predicted that there is a positive relationship between knowledge sharing and organisational ambidexterity.…”

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