A model for measuring the direct and indirect impact of organisational culture factors and knowledge-sharing on the success of employee performance (field study in Jordanian Islamic banks sector). (6th December 2019)

• Record Type: Journal Article
• Authors: Jarrah, Mufleh Amin Al; Hadi, Wa'el; Karadsheh, Louay; Alhawari, Samer
• Is Part Of: International journal of management practice. Volume 13:Number 1(2020)
• Page Start: 103
• Page End: 128
• Publication Date: 2019-12-06
• Subjects: organisational culture factors -- knowledge-sharing -- success of employee performance; Management -- Periodicals; 658.005
• Languages: English
• ISSNs: 1477-9064

Abstract

The purpose of this paper was to analyse the direct and indirect impact of organisational culture factors, which are seen to consist of participation, compliance, consistency, adaptability, and strategic direction, with the objective to achieve success in employee performance through the mediation of knowledge-sharing. Additionally, the research is based on an empirical research encompassing a sample of three Islamic banks (totalling 235 employees) in Jordan where respondents answered the survey questions. The analysis of data obtained was conducted via Smart PLS software. Research studies imply the confirmation of studying the direct and indirect impacts of organisational culture factors and knowledge-sharing on the success of employee performance. Based on these results, it can be concluded that knowledge-sharing fully mediates the relationship between organisational culture factors (participation, compliance, and strategic direction) on the success of employee performance, and partially mediates the relationship between organisational culture factors (compliance and consistency) on the success of employee performance.