The influence of the learning organization on individual performance: the mediating role of knowledge sharing behavior
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2018
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2561
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eng
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application/pdf
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104 leaves
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b203133
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Kotchaworn Chuymanee (2018). The influence of the learning organization on individual performance: the mediating role of knowledge sharing behavior. Retrieved from: https://repository.nida.ac.th/handle/662723737/6014.
Title
The influence of the learning organization on individual performance: the mediating role of knowledge sharing behavior
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Abstract
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.
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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Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2018