The Impact of Knowledge Documentation Process as an Intermediary Variable among Knowledge Acquisition Process, Organizational Culture and Human Capital

Abstract

The aim of this paper is to investigate the impact knowledge acquisition process, knowledge documentation process, on human capital, and impact organizational culture on documentation process, Accordingly, a questionnaire-based survey was designed to test the aforementioned model based on dataset of 302 employees’ from the National Agriculture Research Center (NARC) in Jordan, questionnaires which include 29 items were used to gather information from the respondents. Multiple regression and simple regression analyses were conducted to test the research hypotheses. This study identified knowledge acquisition and knowledge documentation are the most important factors affecting the accumulation of human capital. The results indicated that knowledge acquisition process and knowledge documentation process positively and significantly affect human capital. However, organizational culture did not prove to be positively related to knowledge documentation process. Moreover, knowledge documentation process positively and significantly mediated the relationship between knowledge acquisition process and human capital. The results have enormous implication for the government sector in Jordan.

Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance

“…HC comprises the knowledge that employees bring home with them after their work shift is over. HC includes experience, competencies of innovation, expertise, team effort, tolerance, satisfaction, employee flexibility, motivation, learning ability, education, loyalty, and formal training (Obeidat et al, 2018;Zawaideh et al, 2018). SC comprises the knowledge which stays with the company after the employees leave, and generally, it encompasses all company knowledge which is not taken by employees.…”

The impact of knowledge management process and business intelligence on organizational performance

“…Knowledge creation includes all processes through which the organization seeks to produce and acquire knowledge, whether it is between implicit knowledge and explicit knowledge (Obaid & Rabea, 2016), in which it is an interaction between implicit knowledge and explicit knowledge through new knowledge is created and created within the organization to secure the various types of knowledge in favor of future decisions (Al- Kasasbeh, 2015, Abualoush et al, 2018aZawaideh et al, 2018). Knowledge generation is a process by which new knowledge is created through four sub-processes of the continuous knowledge generation theory (Shujahat et al, 2019;Al-Tit, 2016).…”

“…The measurements were adapted from previous studies. The dimensions of Knowledge Management Process (knowledge sharing، knowledge utilization) were adapted from the studies by Abualosh et al (2018a,b), Shujahat et al (2019 and Zawaideh et al (2018). The Variable of Business intelligence (data warehouse, OLAP, Data mining) was adapted from the studies by Ochara and Mokwena (2016), Eidizadeh et al (2017), and Organization Performance (Non-financial performance, and Financial performance) was adapted from the studies by Tomislav et al 2012and Wang et al (2014).…”

Common Threats to the Efficiency and Productivity among Public Sector Employees in Jordan

“…A strong assertion on efficiency of the employee in public institutions, could encourage employee for advanced ways to improve performance, which affected positively on the performance of the organization. On the other hand, Inter-organizational cooperation between leaders and employees might lead to improving efficiency's (Campbell, 2018;Zawaideh, et al, 2018;Obeidat, & Altheeb, 2018;Obeidat & Nofal, 2018;Masa'deh, et al, 2017;Masa'deh & Shannak, 2012).…”