The role of organisational commitment and leader-member exchange in knowledge application during the COVID-19 pandemic
Nurul Amirah Ishak, M. Muzamil Naqshbandi, Md. Zahidul Islam, Wardah Azimah Sumardi
Abstract
Purpose This study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19 pandemic. This study also probes the moderating role of leader–member exchange (LMX) in the association between organisational commitment and knowledge application. Design/methodology/approach This study used a sample of 206 employees working in various private sector organisations in Brunei Darussalam. Structural equation modelling using Smart-PLS was used to test the hypothesised relationships. Findings The findings show that affective and normative organisational commitment spurred employees’ knowledge application behaviour significantly during the COVID-19 crisis. However, the moderating effect of LMX could not be established in this study. Practical implications The findings provide managers with insights into the crucial role organisational commitment can play in encouraging knowledge application in an organisation. Originality/value Studies exploring the enabling factors of knowledge application are scarce, especially in the context of a global crisis such as the COVID-19 pandemic. This study develops a model and empirically validates the importance of organisational commitment for knowledge application amidst the COVID-19 pandemic. This study also provides insights for managers into how LMX can affect knowledge application outcomes, particularly during uncertain times.