Knowledge Management Process Capabilities and Employee Performance in Iraq's Public Sector: The Moderating Role of Training Effectiveness

Abstract

This paper investigates the influence of knowledge management (KM) process capabilities—specifically knowledge creation, sharing, application, and protection—on employee performance (EP) in Iraq’s public sector, while examining the moderating role of training effectiveness (TEF). Rooted in the Knowledge-Based View (KBV), the research draws on data from 319 civil servants in Baghdad and applies Partial Least Squares Structural Equation Modeling (PLS-SEM) to assess both direct and moderating effects. The results show that all KM capabilities significantly enhance EP, with the model explaining 75.2% of the variance. TEF moderates the relationships between knowledge sharing and application with EP, but not for creation and protection, indicating that training's impact varies across KM dimensions. These findings offer strategic insights for enhancing public sector performance through KM and targeted training programs, particularly within fragile institutional contexts. The study contributes to the KM literature by extending the KBV framework to a post-conflict setting and highlighting the interplay between knowledge processes and human capital development.