Examining the role of knowledge sharing on employee performance with a mediating effect of organizational learning

Abstract

Purpose

The current world of knowledge has a demand for intellectual capital to position or prosper any business. Organizations are constantly looking for developing a pool of talent to gain a competitive advantage. The purpose of this study is to find out the contribution of knowledge sharing that enhances the performance of the employees. This study also exhibits a model for measuring the performance of the employee.

Design/methodology/approach

This study is based on the primary and secondary sources of data. This paper has collected 354 samples from the different information technology (IT) firms located in India. The data were analyzed through statistical package for the social sciences-23 and analysis of moment structures. Path analysis has been conducted to examine the independent and mediating effects on the dependent factor.

Findings

This study confirms the conceptual model with the data. The key contributors are organizational intelligence (OI), organizational learning and knowledge sharing and organizational culture. The performance of the employee is primarily based on organizational learning. OI, knowledge sharing and organizational culture are the major factors that create an environment for organizational learning.

Practical implications

The findings suggest that organizational learning stimulates the effect of knowledge management practices on employee performance. Apart from this OI affirms the learning culture for IT firms.

Originality/value

Drawing from the different theories, this is the first study where the role of OI, organizational culture and knowledge sharing simultaneously aligned and shows the effect on employee performance with the mediation role of organizational learning.

Citation

Meher, J.R. and Mishra, R.K. (2022), "Examining the role of knowledge sharing on employee performance with a mediating effect of organizational learning", VINE Journal of Information and Knowledge Management Systems, Vol. 52 No. 2, pp. 205-223. https://doi.org/10.1108/VJIKMS-04-2020-0056