Impact of knowledge management processes on organizational performance: the mediating role of absorptive capacity

Abstract

PurposeExisting research on knowledge management processes (KMPs) and absorptive capacity (ACAP) is primarily conceptual and descriptive in nature, and empirical research confirming the real impact of KMPs when developing ACAP is lacking. Furthermore, the relationship between ACAP and organizational performance (OP) has not been adequately studied. Hence, the purpose of this paper is to introduce a comprehensive, delineated and integrated conceptual model which encompasses KMPs, ACAP and OP. Then, an empirical investigation is undertaken to test the relationships among the proposed study model variables.Design/methodology/approachIn total, 245 questionnaires were useable. Partial least square 3.3.3 is utilized to examine the validity of the measurement model and test the hypotheses.FindingsThe findings of this study suggest that KMPs influence ACAP and ACAP affects OP. Finally, the results show that KMPs affect OP directly and indirectly through ACAP (mediator).Practical implicationsThe results of this study help managers to ascertain the managerial practices that can be employed as well as determine the level of effort and resources necessary to enhance ACAP. Additionally, managers should shed additional light on the ACAP's positive implications for OP.Originality/valueThis study focuses on the conceptualization of KMP and empirically tests the effect of these individual processes on ACAP and on OP. Finally, the relationship between KMPs and OP, although implied, needs to be addressed empirically in the research literature through utilizing ACAP as mediator between KMPs and OP, this appears to be the first study to try to achieve this main objective.

The mediating role of social dynamics in the influence of absorptive capacity and tacit knowledge sharing on project performance

“…Migdadi (2022) identified a strong correlation between knowledge governance and tacit knowledge sharing in projects, as supported by the findings from the present study. This study’s findings also point to the critical significance of knowledge governance in directing project-level knowledge management activities and complement the conclusion of Pemsel et al.…”

“…The research reveals that tacit knowledge sharing does not substantially impact project performance but does help strengthen the site's absorptive capacity and results in better performance measurement, which is also an area where current studies suggested further studies (Biloslavo and Lombardi, 2021;Sharma and Phookan, 2022). Migdadi (2022) identified a strong correlation between knowledge governance and tacit knowledge sharing in projects, as supported by the findings from the present study. This study's findings also point to the critical significance of knowledge governance in directing project-level knowledge management activities and complement the conclusion of Pemsel et al (2016), which indicates that successful knowledge governance is a mandatory requirement for effective tacit knowledge sharing.…”

Identification of Knowledge Management Barriers in Scientific R&D Projects in Czech Academic Environment

“…Despite the uniqueness and unrepeatability of projects, the situations faced by managers and team members can be repeated. Therefore, knowledge sharing between projects is important [2,61]. Proper knowledge sharing in projects ensures a successful project output [62].…”

Boundary spanning strategy and tacit knowledge recombination: Analysis of joint‐patent networks of patent‐intensive firms

“…Shahzad et al (2020) found that knowledge management can improve corporate performance. A study found that the knowledge management process can boost enterprise worker productivity, leading to improved enterprise productivity (Migdadi, 2022). Similarly, an empirical analysis of data from 88 Italian SMEs showed that managing with knowledge can promote extensive data analytics capabilities, improving firm performance (Ferraris et al, 2019).…”