An empirical study of the impact of knowledge acquisition, sharing and utilization on organizational performance of higher education institutions (HEIs), and the moderating role of organizational culture

Abstract

Despite the amplified importance of knowledge management in organizations, there is a lack of studies exploring the interaction of knowledge management (KM) processes and organizational performance (OP), specifically in the perspective of higher education institutions (HEIs). This paper investigates the impacts of three KM processes, including knowledge acquisition, sharing, and utilization, on higher educational organizations' performance, in addition to the moderating effect of organizational culture in the context of higher education institutions (HEIs). In that regard, a model integrating higher educational performance with the three knowledge management processes and organizational culture is proposed and analyzed using SEM-PLS. This analysis showed that two of the three knowledge management processes, namely knowledge acquisition (KA) and utilization (KU), significantly affect organizational performance.