The Impact of Knowledge Management Operations Practice on Organisational Performance with the exsistence of organisational agility: An Empirical Study in Jordanian Commercial banks Headquarters

Soud Mohammad Almahamid

Abstract


This study aimed to know the mediating role of organisational agility in the impact of knowledge management operations parctice on organisational performance. In order to achieve the study objective, a specific questionnaire was developed based on the extant litrature in the subject to measure the study variables accurately. The population of the study consists of all managers and heads of departments working at Jordanian Commercial Banks Headquarters in Amman which represent (13) banks. Due to the researcher's inability to get a list of names of managers and heads of departments, due to its confidentiality, a decision was made to rely on a convenient sample of managers and heads of departments who are working banks headquarters. The study results revealed that there is a significant statistical impact of knowledge management operations practice on performance. It also showed that there is a significant statistical impact for knowledge management operations practice on both dimensions of organisational agility (sensing capability and responding capabilitiy). In addition, there is a significant statistical impact for organisationsational agility on performance. Finally, the results clarified that organisationzational agility plays partial mediating role in the impact of knowledge management operations practice on performance. Based on the acheived research results, a set of practical and academic recommendations were provided.

Keywords


Knowledge Management Operations, Organisationsational Agility, performance, Jordanian Commerrcial Banks

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