Mediating effect of knowledge management on organizational learning culture in the context of organizational performance

Abstract

Purpose

The purpose of this paper is to determine the mediating effect of knowledge management (KM) on organizational learning culture (OLC) in the context of organizational performance of the State Organization for Higher Education (PTN) in South Sulawesi.

Design/methodology/approach

The unit of analysis in this study includes a study program of exact sciences, non-exact science scholars, as well as the study population. Sample size is 138 units/respondents. Analysis method used to test the research hypothesis is partial least square (PLS) by employing XLSTAT.

Findings

The results of analysis show that the exact science, non-exact science, and exact-non-exact OLC have a significant positive effect on KM. This means that when an OLC is strongly implanted, the KM will be well implemented. Therefore, to carry out the KM well, it is imperative that there should be a suitable organizational culture. In this case, an OLC has the biggest effect on achieving organizational performance.

Originality/value

KM in organizations has been researched by performing case studies on sub-companies of a selected corporation in the city of Esfahan and on OLC in a public service organization of Pakistan. This paper claims originality on the basis of the following: variables used are mediating variables of KM, learning organizational culture, and organizational performance; the method used in this research is PLS and the locations used in this study, sites at the State University of Makassar in Indonesia, are unique as they have not been used in any previous studies on this topic.

Citation

Wahda (2017), "Mediating effect of knowledge management on organizational learning culture in the context of organizational performance", Journal of Management Development, Vol. 36 No. 7, pp. 846-858. https://doi.org/10.1108/JMD-11-2016-0252