The Impact of Knowledge Management Pillars on Banking Service Quality

Haneen Hussain Wasaf () and Amal Ghalib Rashid
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Haneen Hussain Wasaf: Babylon University, Faculty of Administration and Economics
Amal Ghalib Rashid: Babylon University, Faculty of Administration and Economics

A chapter in Entrepreneurship and Human-Centric Business Strategies for Social and Economic Resilience, 2026, pp 1695-1713 from Springer

Abstract: Abstract Globalization has transformed the financial environment, making it more dynamic and competitive. As a result, banks must work on upgrading and offering innovative, diversified financial services to retain consumers and gain revenue and market share. This study investigates the effects of knowledge management pillars on the quality of banking services in Iraqi banks. A structured questionnaire was used as the major data collection instrument, which was delivered to 170 employees of Iraqi banks. The questionnaire focused on two major variables: knowledge management (KM) pillars (organizational structure, organizational learning, and technology) and service quality dimensions (reliability, responsiveness, assurance, empathy, and tangibles), with responses measured using a Likert scale. Data were collected quantitatively using a structured questionnaire and evaluated using statistical approaches, including correlation and regression analysis. The findings suggest a considerable positive association between the KM pillars and service quality, with knowledge sharing and application having the greatest influence. The knowledge management pillars improve the quality of banking services. Therefore, the private banking sector in Iraq should focus on KM pillars to enhance the quality of banking services provided to customers, with an emphasis on developing employee knowledge and skills, as well as establishing a KM infrastructure to ensure continuous improvement in banking service quality. The study highlights the importance of KM in improving service delivery in Iraqi banks and offers practical implications for bank managers to foster a knowledge-driven culture. Limitations include sample size and geographical scope, which suggest avenues for future research.

Keywords: Knowledge management; Service quality; Banking sector; Iraqi banks; Employee perceptions (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-981-95-6415-6_105

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DOI: 10.1007/978-981-95-6415-6_105

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