“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

Abstract

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Relationship between stress due to COVID-19 pandemic, telecommuting, work orientation and work engagement: Evidence from India

“…Third, future studies may focus on the effect of knowledge sharing among the employees to foster work engagement. Past studies ( Shea et al, 2021 ) documented the positive impact of knowledge sharing and helping employees deal with crises such as the global pandemic ( D’Souza et al, 2021 ; Usman et al, 2021 ). Fourth, stress apart, how employees cope with emotional exhaustion is another exciting area for future researchers to address, especially during and post-COVID situations ( Parayitam et al, 2021 ).…”

Improving Knowledge-Sharing Intentions: A Study in Indonesian Service Industries

“…There are four important activities in knowledge management practices, namely knowledge generation and sharing, knowledge organizing and storing, knowledge dissemination and sharing, and knowledge application [23,24]. How to design and implement a knowledge management system that can support knowledge generation is a challenging issue, as well as how to encourage workers to participate by sharing their knowledge, as the system will be useless without their participation.…”

“…Thus, knowledge sharing has become a significant requirement for successful knowledge management in a firm [25,26]. Knowledge sharing is a process in which members of the firm exchange their personal experiences and information so that the other members can use it [24,[27][28][29].…”

Knowledge Management as a Moderator and its Challenges in the Digital Economy

“…Why is KM so effective? KM research began in the 1960s, and the topic is one of the exhaustion topics (Shea et al, 2021), having been tested as an independent and dependent variable. As shown in Table 1, there is currently a lot of emphasis on KM as a moderator variable.…”