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VOL. 7, ISSUE 1 (2025)
Bridging knowledge management and performance: The mediating role of organizational learning in public banks
Authors
Bharat Bhusal
Abstract
This study investigates organizational learning
as an intermediary factor connecting KM practices with organizational
performance. The analysis employs structural equation modeling to analyze
whether four KM functions—acquiring, converting, transferring, and applying
knowledge—and their influences impact banking performance across the cultural
eyes of an organizational culture within Nepal's public banking institutions.
It is found that there are different mediation patterns. Knowledge application
shows complementary mediation with high effects on both organizational learning
and performance. Knowledge conversion shows competitive mediation with
conflicting direct and indirect effects. Knowledge acquisition shows only
direct non-mediation with no apparent indirect effects mediated by the organizational
culture factor, and finally, knowledge transfer represents a case of no-effect
non-mediation with no significant associations. These findings highlight that
organizational culture was crucial in determining KM practice effectiveness.
Data were obtained from 120 respondents from three public banks across Nepal
using a stratified sampling and structured questionnaires. In fact, it
emphasizes that a good organizational culture for effective KM development
requires providing a facilitating culture to improve KM benefits along with
performance outcomes. Moreover, the various dimensions of knowledge management
influence performance differently, and strategies are needed to execute them
efficiently.
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Pages:5-13
How to cite this article:
Bharat Bhusal "Bridging knowledge management and performance: The mediating role of organizational learning in public banks". International Journal of Finance and Commerce, Vol 7, Issue 1, 2025, Pages 5-13
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