Bayan M. Al-Abdullat and Amr Dababneh
The purpose of this paper is to examine the positive effect of organizational culture on knowledge management (KM) by clarifying the mediating effect of job satisfaction on the…
Abstract
Purpose
The purpose of this paper is to examine the positive effect of organizational culture on knowledge management (KM) by clarifying the mediating effect of job satisfaction on the banking sector in Jordan. The study was conducted on Jordanian banks to develop the organizational culture concept to be reflected in the bank activities. The population of this study consists of junior and senior customer service and administrative employees working at Jordanian banks in Jordan.
Design/methodology/approach
The sample of this research is purposive one because the research cannot get a list containing names of customer service employees for privacy reasons. Various statistical tests were employed to test the research hypotheses. The study utilized two statistical packages – Statistical Package for Social Sciences (SPSS) and SPSS-AMOS – for analyzing the data.
Findings
The development of organizational culture at banks in Jordan is still not stable and efficient. This may be affected by the management style and teamwork spirit in Jordan and other factors related to bank culture and how it will be reflected in customer service. The creation and application of KM at banks in Jordan is still modest. Knowledge is mainly shared internally within the bank with little efforts dedicated to soliciting knowledge from the external environment including customers. The job satisfaction at banks in Jordan is still modest.
Originality/value
The purpose of this study is to investigate how the organizational culture can improve job satisfaction for efficient work knowledge. The relationship between organizational culture and KM of organizational members is developed and analyzed herein by proposing a mediating role of job satisfaction. Few research papers have focused on job satisfaction and its mechanism contributing to individual effectiveness in the Jordanian market, and many ignored the benefits of KM and value of culture in many sectors.
Details
Keywords
Ritu Tayal, Rajesh Kumar Upadhyay and Reena Singh
The purpose of this study is to empirically explore the connection between transformational leadership (TL) and organizational effectiveness (OE). Also, the paper looks at the…
Abstract
Purpose
The purpose of this study is to empirically explore the connection between transformational leadership (TL) and organizational effectiveness (OE). Also, the paper looks at the mediating impact of employee innovative behaviour (EIB) and the moderating effect of knowledge sharing (KS) on the aforementioned association.
Design/methodology/approach
The respondents included 410 bank employees from North India. The mediating effect of EIB and moderating effect of KS was explored by plug-in for SPSS, PROCESS Macro (Hayes).
Findings
The investigation demonstrated that there exists a significant relationship between the constructs under examination. Further, it was seen that EIB mediated and KS moderated the connection between TL and OE.
Practical implications
Looking at the associations among TL, KS, EIB and OE can have significant implications for organizations. The considered framework as proposed can be used to outline organizational practices, to frame organizational policies and to build a pool of innovative employees who will in turn enhance OE.
Originality/value
The general comprehension of the associations among TL, KS, EIB and OE is insufficient in existing literature. This examination expands on past studies by examining the mediating role of the EIB and moderating role of KS between TL and OE. The present work is one of the rare attempts to investigate this nested association in the Indian context.