Mediating Role of Knowledge Management in the Relationship between Organizational Learning and Sustainable Organizational Performance

Mirna Kordab, Jurgita Raudeliūnienė and Ieva Meidutė-Kavaliauskienė
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Mirna Kordab: Department of Business Technologies and Entrepreneurship, Vilnius Gediminas Technical University, LT-10223 Vilnius, Lithuania
Jurgita Raudeliūnienė: Department of Business Technologies and Entrepreneurship, Vilnius Gediminas Technical University, LT-10223 Vilnius, Lithuania
Ieva Meidutė-Kavaliauskienė: Research Group on Logistics and Defense Technology Management, General Jonas Žemaitis Military Academy of Lithuania, Silo st. 5A, LT-10322, Vilnius, Lithuania

Sustainability, 2020, vol. 12, issue 23, 1-20

Abstract: Organizations operating in the intensive knowledge-based sector seek efficient management approaches and sustainable development practices to perform efficiently in the dynamic business environment. Knowledge management practice and organizational learning are significant factors in order to achieve sustainable organizational performance in a rapidly changing business environment. Based on the scientific literature analysis, there is still a lack of evidence related to the mediating role of the whole knowledge management cycle, including the five knowledge management processes (knowledge acquisition, creation, storage, sharing, and application) in the relationship between organizational learning and sustainable organizational performance for organizations operating in intensive knowledge-based sectors. This study aimed to examine the impact of the whole knowledge management cycle on the relationship between organizational learning and sustainable organizational performance in intensive knowledge-based sectors, specifically the audit and consulting companies in the Middle East region. Systematic scientific literature analysis, expert evaluation (structured questionnaire), and structural equation modeling (SEM) technique were used to develop and verify the research model. Data was collected through a structured questionnaire distributed among auditing experts working in a knowledge-based sector—audit and consulting companies in the Middle East region. The research results supported the hypotheses stating that organizational learning positively affects knowledge acquisition, storage, sharing, application processes, and sustainable organizational performance. However, the results verified that organizational learning has an insignificant impact on the Middle Eastern audit and consulting companies’ knowledge creation process.

Keywords: organizational learning; knowledge management; knowledge management cycle; sustainable organizational performance; knowledge-based sector; audit and consulting companies (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (17)

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