Organizational commitment, knowledge management interventions, and learning organization capacity

Abstract

Purpose

The purpose of this paper is to examine the relationship between organizational commitment and knowledge management initiatives in developing learning organization capacity (LOC).

Design/methodology/approach

This is an empirical study based on a single case study, using partial least squares (PLS) analysis.

Findings

The strategic importance of LOC and the role of knowledge sharing in developing LOC have been well documented. The effect of social and conversational technologies on LOC has also undergone investigation. The effect of individual factors (e.g. attitudes) towards such technologies has not been adequately described empirically. This paper links organizational commitment, a broad attitude domain, and technology aptitude, a narrow attitudinal facet, to knowledge sharing via a social and conversational technology.

Originality/value

This research clarifies person‐related effects within these important workplace phenomena.

Citation

Massingham, P. and Diment, K. (2009), "Organizational commitment, knowledge management interventions, and learning organization capacity", The Learning Organization, Vol. 16 No. 2, pp. 122-142. https://doi.org/10.1108/09696470910939206