Knowledge management processes and organizational performance: the mediating role of organizational learning

Abstract

Purpose

The purpose of this paper is twofold. First, it aims to analyze the individual influence of different knowledge management practises (KMP) on firm performance. Second, it aims to analyze the mediating role of organizational learning (OL) between each KMP and performance.

Design/methodology/approach

A telephone-survey was applied in 2018 to the managers of 400 Spanish firms. The data retrieved was analyzed by using multiple regression analysis.

Findings

Knowledge generation (KG) and knowledge flow (KF) promote firm performance, while there is not a direct association between knowledge storage and performance. OL mediates the relationship between KG and performance, as well as between KF and performance.

Research limitations/implications

First, this research confirms that not all the KMP have a direct effect on firm performance, thus, future research would need to differentiate between different KMP. Second, this paper is pioneering in providing empirical evidence that OL mediates the KMP – performance relationship. Third, the empirical study was performed in a context non-researched yet by the literature considering KMP individually: Spain.

Practical implications

First, besides the results managers should focus their efforts in practises related to KG and application. Second, OL mediating suggests that managers should invest in managerial commitment to promote a shared culture, shared vision, open-mind to new ideas and a lot of dialogue.

Originality/value

This is the first study that investigates how KMP contribute to firm performance by incorporating the mediating impact of OL. The results will help organizations to identify the KMP improving the performance.

Citation

Obeso, M., Hernández-Linares, R., López-Fernández, M.C. and Serrano-Bedia, A.M. (2020), "Knowledge management processes and organizational performance: the mediating role of organizational learning", Journal of Knowledge Management, Vol. 24 No. 8, pp. 1859-1880. https://doi.org/10.1108/JKM-10-2019-0553