Abstract:
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The main objective of this study was to examine the effect of learning
organization and knowledge sharing behavior on individual performance with a
consideration of the mediating role of knowledge sharing behavior on that effect. The
four measures used to collect data included a demographic questionnaire, a newlydeveloped knowledge sharing behavior scale (KSBS), a Thai version of the dimensions
of the learning organization questionnaire (DLOQ), and a Thai version of the role-based
performance scale (RBPS). The consolidated questionnaires were distributed to 2,454
employees in four large hard disk drive (HDD) manufactures in Thailand, and 1,161
questionnaires (47.31 percent) were returned. The number of filled questionnaires that
could be used was 1,025 and they divided into three sets. The first set of 320
questionnaires was employed for item analysis and exploratory factor analysis of the
KSBS. The first version of the 19-item KSBS with four emerging dimensions, including
the explicit knowledge donation, tacit knowledge contribution, reactive knowledge
receiving, and proactive knowledge acquisition was generated. This 19-item KSBS
revealed good validity and reliability. Afterward, the second set of 285 questionnaires
was analyzed for KSBS, DLOQ, and RBPS validation and reliability using item
analysis and confirmatory factor analysis. All three adjusted measurement models
presented a good fit with the data and excellent validity and reliability. Finally, the last
data set of 705 questionnaires, the whole 1,025 excluding the first data set, was used to
test the hypothesized structure model of the learning organization, knowledge sharing
behavior, and individual performance using the structural equation modeling. The
results reported good fit with the data (χ2 = 69.202, df = 52, χ2/df = 1.330, p-value =
0.056, SRMR =0.026, RMSEA = 0.022, CFI = 0.997, and TLI = 0.994). They also
showed a high predictive power of the learning organization and knowledge sharing
behavior in terms of individual performance. Furthermore, the learning organization
accounted for 30.50% of the variance in the knowledge sharing behavior while the
learning organization and knowledge sharing behavior accounted for 73.50% in
individual performance. The empirical findings provided evidence to confirm that
knowledge sharing behavior partially mediates the relationship between the learning
organization and individual performance (β = 0.38, p < 0.001).
In conclusion, these results not only delivered strong linkages among the
learning organization, knowledge sharing behavior, and employees’ performance but
also provided a valid and reliable KSBS specific to HDD context. The research findings
and the KSBS can be utilized by human resource development practitioners,
management staff in organizations, and scholars. Expanding the usage of the KSBS will
later result a standard KSBS for employees in many different organizations.
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