KNOWLEDGE SHARING, KNOWLEDGE MANAGEMENT STRATEGY AND PERFORMANCE: A Knowledge Based View

This study turns to investigate the impact of knowledge sharing (ks) practices on banks’ performance in the presence of mediating mechanism of system-oriented strategy and human oriented strategy. survey method (amended instrument) is used to collect the data from 810 middle level managers from a sample of 42 banks. structural equation model (sem) and confirmatory factor analysis (cfa) are employed to evaluate the overall fitness of the model. the results of cfa postulate that all the indices in the models satisfactorily meet the standardized cut off values, thus suggesting well fit of the models. however, results of standardized path coefficients reveal that all the hypotheses are supported except h3b, which implies that explicit ks practices are not significantly related with human oriented strategy. furthermore, findings of the study shed light that system and human oriented strategy significantly mediates the relationship for both explicit and tacit ks driven performance, thus encouraging the mangers to emphasize more on km strategies because it helps them to align the km initiatives for better sharing of knowledge which may lead to sustainable performance. nevertheless, this study finds that tacit ks practices more significantly contribute to the performance of banks than explicit ks practices which indicates that managers need to emphasize more on explicit knowledge sharing.