The Role Of Organizational Culture On The Relationship Between Knowledge Management And Employees’ Performance In Nigeria
Ibrahim Mohamme Gaddafi (Ph.D) ,Kabir Shamsudeen and Aminu Ibrahim Tangaza
Volume 9 Issue 2
Abstract
The article explores the critical role of organizational culture in shaping the relationship between knowledge management and employee performance in Nigeria. It examines how the interplay between these factors influences organizational effectiveness and offers insights into how organizations can leverage their culture to enhance knowledge management practices and ultimately improve employee performance. This study adopts a quantitative research design and cross-sectional survey approach in nature. The sample selected using a combination of stratified and random sampling techniques. Data for the study was gathered through a questionnaire survey adapted from the previous studies distributed to employees from manufacturing, services, and healthcare sectors in Nigeria. Out of the 370 survey questionnaires distributed, 266 valid responses were collected and utilized for analysis. The collected data was then analyzed using Smart PLS (4.0), a statistical software tool. The findings revealed the positive relationship between knowledge management and employee performance highlights the importance of effective knowledge acquisition, sharing, storage, and application processes. Organizations that invest in knowledge management systems and provide adequate resources for knowledge sharing and learning enable employees to access and apply relevant knowledge, leading to improved job satisfaction, problem-solving abilities, and innovation. Likewise, the moderating role of organizational culture indicates that a strong and supportive culture enhances the impact of knowledge management on employee performance. Keywords: Organizational Culture, Knowledge Management, Employee Performance, SmartPLS
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