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The Effect of Knowledge Management Practices Exploration and Exploitation on Individual Performance and Empowerment

Author

Listed:
  • Yousra Harb

    (Yarmouk University)

  • Wejdan Alakaleek

    (Hashemite University)

  • Yanyan Shang

    (University of Tampa)

  • Ayman Harb

    (University of Jordan-Aqaba Branch)

Abstract

Purpose Knowledge management has acquired the center position of organizational literature. However, there is a shortage of empirical studies examining the interrelation between knowledge management (KM) practices and employee performance and empowerment. To fill this gap, this study aims to empirically investigate the direct relationship between KM practices exploration and exploitation and employee performance and empowerment in higher education institutions. This study also proposes to examine the mediating effect of employee empowerment on the relationship between KM practices exploration and exploitation and employee performance. Design/methodology/approach Based on a sample of 163 employees from higher education institutions in Jordan, this study tested the hypotheses with partial least square-structural equation modeling (PLS-SEM). Findings The results indicate that KM practices exploration has a statistically significant positive influence on employee performance and empowerment, both directly and indirectly through employee empowerment. The findings also reveal that KM practices exploitation has a statistically significant direct positive influence on employee empowerment, and indirect impact on employee performance through employee empowerment. Originality/value Very little is known about the impact of KM practices exploration and exploitation on employee performance and empowerment in higher education institutions (HEIs). This paper aims to fill this gap in the literature by providing empirical evidence on the effects of various areas of KM. Practically, the findings highlight the significance of considering both KM exploration and exploitation, and their effect on individual level employee performance and empowerment.

Suggested Citation

  • Yousra Harb & Wejdan Alakaleek & Yanyan Shang & Ayman Harb, 2024. "The Effect of Knowledge Management Practices Exploration and Exploitation on Individual Performance and Empowerment," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 15(1), pages 1801-1822, March.
    • Handle: RePEc:spr:jknowl:v:15:y:2024:i:1:d:10.1007_s13132-023-01165-4
    DOI: 10.1007/s13132-023-01165-4
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    1. Iftikhar Ahmad & Sheikh Raheel Manzoor, 2017. "Effect of Teamwork, Employee Empowerment and Training on Employee Performance," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 7(11), pages 380-394, November.
    2. Sharimllah Devi Ramachandran & Siong Choy Chong & Binshan Lin, 2008. "Perceived importance and effectiveness of KM performance outcomes: perspective of institutions of higher learning," International Journal of Innovation and Learning, Inderscience Enterprises Ltd, vol. 5(1), pages 18-37.
    3. Russell L. Purvis & V. Sambamurthy & Robert W. Zmud, 2001. "The Assimilation of Knowledge Platforms in Organizations: An Empirical Investigation," Organization Science, INFORMS, vol. 12(2), pages 117-135, April.
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