The learning effect on organizational performance during a crisis: a serial mediation analysis with knowledge creation, storage and sharing
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Usman Ahmad Qadri [1] ; Mazuri Binti abd Ghani [1] ; Shumaila Bibi [2] ; Abdul Haseeb Tahir [3] ; Muhammad Imran Farooq [3] ; Abdul Rauf Kashif [3]
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[1] Universiti Sultan Zainal Abidin
Universiti Sultan Zainal Abidin
Malasia
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[2] International Islamic University
International Islamic University
Pakistán
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[3] Institute of Southern Punjab, Pakistan
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- Localización: European journal of management and business economics, ISSN-e 2444-8494, ISSN 2444-8451, Vol. 33, Nº. 1, 2024, págs. 37-53
- Idioma: inglés
- Enlaces
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Resumen
Purpose–The aim of this study is to investigate the serially mediating effect of knowledge management(KM) practices (namely, knowledge creation, storage and sharing) on the organizational learning (OL) and organizational performance (OP) relationships during a crisis. Design/methodology/approach– Based on theories-of-action, knowledge-based and resource-based theories, this study proposed a sequential mediation model where OL underlying mechanisms through which KMpractices have facilitated OP during the crisis. The sample dataset contains 440 responses collected from the managersofthesoftwaredevelopmentcompaniesinPakistan.TheauthorsusedHayesProcessmacrowith SPSS to test the study hypotheses. Findings– The results of the study reveal that knowledge creation, storage and sharing serially mediate the relationships between OL and OP. These findings strengthen the argument suggesting that OL plays the key role in KM that helps software companies to mend their performance in times of crisis. Originality/value– This study contributes to the KM literature in two ways: (1) grounded on the study’s proposed framework, organizations can improve and manage their businesses in times of crisis and (2) learn how to generate new knowledge in response to business crises.
