The moderating effect of organisational culture and technology turbulence on the relationship between knowledge transformation process and organisational performance: a meta-analytic review
Josephine Chong, Sophia Xiaoxia Duan
Abstract
Purpose Knowledge management is widely recognised as a key driver of organisational performance, yet empirical findings on the influence of knowledge management process on organisational performance remain fragmented across different contexts and disciplines. This study aims to synthesise existing research to provide a comprehensive understanding of the relationship between knowledge management process and organisational performance. It further examines the moderating effects of organisational culture and technology turbulence. Design/methodology/approach A meta-analysis based on 23,875 independent samples from 53 empirical studies was conducted to consolidate the current literature. Findings The findings show that there is a positive relationship between knowledge management process and organisational performance. Moderator analysis shows that organisational culture overall positively moderates the relationship between knowledge management process and organisational performance. However, technology turbulence provides mixed findings. Originality/value The findings of this paper have theoretical implications and offer practical contributions for organisations aiming to enhance performance through effective knowledge management practices.