Purpose

This paper aims to investigate the causal relationships between organisational practices, employee knowledge management (KM) engagement and organisational KM performance.

Design/methodology/approach

Following a quantitative research approach, an online survey of 536 knowledge workers from multinational knowledge-based organisations located in Sri Lanka was carried out. The data were analysed with structural equation modelling.

Findings

Teamwork, reward structure, learning, performance management and employee empowerment are found to be motivational antecedents of KM engagement while, subsequently, organisational KM performance is affected by employee KM engagement.

Research limitations/implications

The findings of this study are based on the use of five key organisational practices derived from the literature. Further research is needed to establish whether the findings extend to other organisational practices such as resourcing strategy, organisational culture and communication. Further, the sample for this research comprised knowledge workers in Sri Lankan organisations which limit the generalisability of the findings.

Practical implications

Teamwork, rewards structure, learning, performance management and employee empowerment are organisational practices that foster employee KM engagement. Organisational practices and employee KM engagement are imperative for the organisational success of KM initiatives.

Originality/value

This research introduces the term KM engagement as the indicator of individual-level KM success and integrates the sequential linkage between individual-level KM outcomes (i.e. KM engagement) and organisational KM outcomes (KM performance) which has not yet been investigated.

中文翻译：

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动机前因、员工敬业度和知识管理绩效

目的

本文旨在调查组织实践、员工知识管理 (KM) 参与和组织 KM 绩效之间的因果关系。

设计/方法/方法

采用定量研究方法，对来自位于斯里兰卡的跨国知识型组织的 536 名知识工作者进行了在线调查。用结构方程模型分析数据。

发现

团队合作、奖励结构、学习、绩效管理和员工授权被认为是 KM 参与的激励前提，而组织 KM 绩效随后受到员工 KM 参与的影响。

研究限制/影响

本研究的结果基于对文献中五种关键组织实践的使用。需要进一步研究以确定这些发现是否扩展到其他组织实践，如资源战略、组织文化和沟通。此外，本研究的样本包括斯里兰卡组织的知识工作者，这限制了研究结果的普遍性。

实际影响

团队合作、奖励结构、学习、绩效管理和员工授权是促进员工知识管理参与的组织实践。组织实践和员工 KM 参与对于 KM 计划的组织成功至关重要。

原创性/价值

本研究引入了术语 KM 参与作为个人层面 KM 成功的指标，并整合了个人层面 KM 结果（即 KM 参与）和组织 KM 结果（KM 绩效）之间的顺序联系，但尚未进行调查。