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VOL. 7, ISSUE 1 (2025)
Organizational culture as a catalyst: Mediating knowledge management and performance on public banks
Authors
Bharat Bhusal
Abstract
This study examines the mediating role of organizational
culture in the relationship between knowledge management (KM) practices and
organizational performance within Nepalese public banks. Using structural
equation modeling (SEM), the research assesses the impact of four KM
dimensions—knowledge acquisition, conversion, transfer, and application—on bank
performance through the lens of organizational culture. The findings disclose
various mediation patterns: knowledge application reveals complementary
mediation, significantly influencing both organizational culture and
performance; knowledge conversion reveals competitive mediation, showing
opposing direct and indirect effects; knowledge acquisition reveals direct-only
non-mediation, with no significant indirect effects via organizational culture;
and knowledge transfer reflects no-effect non-mediation, lacking substantial
relationships. These outcomes underscore the critical role of organizational
culture in shaping KM practices' effectiveness. Data were collected from 120
respondents across three Nepalese public banks using stratified sampling and a
structured questionnaire. The results emphasize the importance of fostering a
supportive organizational culture to maximize KM benefits and increase
performance. Furthermore, the study highlights that KM dimensions impact
performance differently, requiring adapted strategies for effective
implementation. This research contributes to the growing body of knowledge by
offering empirical insights into the dynamic relationship between KM,
organizational culture, and performance in the Nepalese banking sector, with
implications for academia and practitioners.
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Pages:25-33
How to cite this article:
Bharat Bhusal "Organizational culture as a catalyst: Mediating knowledge management and performance on public banks". International Journal of Management and Commerce, Vol 7, Issue 1, 2025, Pages 25-33
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