Soft organizational memory: a new insight using resource-based theory

Abstract

PurposeThis research aims to bridge the gap in the literature by developing a model to investigate individual work performance (IWP) within small and medium enterprises (SMEs) using soft organizational memory (OM) and additionally aims to test the role of learning and growth (LG) as a mediator in this relationship.Design/methodology/approachA questionnaire survey was developed and adopted from previous studies and distributed to a sample of 320 employees from middle and bottom management levels in Jordanian SMEs. Data were collected and analyzed to test the proposed model employing structural equation modeling (SEM) through AMOS23.FindingsThe study finds that soft-OM positively and directly impacts IWP and LG. Besides, the results show that LG directly affect IWP. Surprisingly, LG mediate the relationship between soft-OM and IWP within SMEs.Practical implicationsEstablishing a store for internal knowledge in such a progressively active environment is probably inadequate; however, knowledge needs to go beyond that among the firm and external structures such as clients, business allies and education and research organizations. This, in turn, will allow building streams of knowledge, consequently attaining an adequate level of performance.Originality/valueThe originality of the current study departs from the fact that stock and flow of knowledge are different. The knowledge stock is the collection of human capital that an organization's employees retain, such as employees' knowledge, capabilities and skills. In contrast, the flow of knowledge expresses the practices that allow the transfer of competence and experience across time, geography and organizations. The current research findings propose that the decomposed approach helps understand the multifaceted associations represented in the knowledge management (KM)–performance linkage that cannot be speculated utilizing a complex model.

Exploring the Nexus Between Knowledge-Oriented Leadership and Employees’ Innovative Behaviour in SMEs: The Moderating Role of Organisational Learning Culture

“…An organisational learning culture is underpinned by contextual elements, is connected to institutions, and emphasises the importance of institutional initiatives to change the organisational learning culture to support employees' innovative behaviour. Furthermore, due to their significance in output, exports, and employment, Jordanian SMEs significantly impact the country's economic structure (Al-edenat, 2022). Therefore, management must foster an organisational learning culture to support employees' innovative behaviour.…”

“…Economic changes and the rapid rise of entrepreneurs in the global economy have necessitated a new focus on the role of entrepreneurial activity in emerging economies (Hamdan et al, 2022). Although Jordan, alongside other countries with emerging economies, has not reached the same degree of economic development as industrialised nations, they have nonetheless accomplished a certain level of both growth and income (Alhaddad et al, 2022;Al-edenat, 2022;Aljuwaiber, 2021). According to recent studies, it has become increasingly apparent that emerging economies are becoming production centres for established markets and suppliers of expertise in innovative manufacturing technologies and business processes (Arya et al, 2021).…”