Impacts of organizational knowledge sharing practices on employees’ job satisfaction

Abstract

Purpose The purpose of this paper is to investigate empirically impacts of organizational knowledge-sharing practices (KSP) on employees’ job satisfaction (JS), interpersonal adaptability (IA) and learning commitment (LC). Indirect effects of KSP on JS are also confirmed through mediating factors (LC and IA). Design/methodology/approach Self-administered questionnaire was used for data collection. Knowledge workers from service sector organizations were taken as population of study. Therefore, three types of institutes (banks, insurance and telecom companies) from services sector of Pakistan were selected for sampling purpose. A sample size of 435 employees, comprising 145 employees from each type of institute, was selected. Linear regression analysis and mediation analyses were performed for statistical analysis. Findings Organizational support for knowledge sharing fosters learning commitment (LC), and interpersonal adaptability (IA) among workforce that ultimately grounds employees’ job satisfaction. Therefore, in our findings, the mediating role of IA is greater than the mediating effect of LC. Research limitations/implications This study presents a firm reasoning to decision makers for implementation of KSP in the organizations. Findings of study offer several subjects for discussion in the field of KS by academics and research. Present research is limited to test the composite effect of KSP for some selected employee outcomes only. Originality/value This research attempts to provide empirical evidence about impacts of KSP on employee outcomes. Research work on such issues was lacking in Pakistani context. Therefore, this paper supplies ample of theoretical base for future research as well as management decision makers to maximize the benefits of implementing KSP at their organizations.

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