Improving the individual contextual performance of industrial enterprises in Oman via harmony between the pillars of organisational knowledge capabilities / Samir Hammami ... [et al.]

Knowledge is not power unless shared. This study investigated the importance of maintaining a harmonious relationship between the different pillars of organisational knowledge capabilities in enhancing the individual contextual performance of employees working in the industrial sector in Oman. A conceptual model with three hypotheses was built and tested using data from 303 participants' equestionnaires. WarpPLS8 was used to analyse data as an application of the structural equation modelling technique. The results indicated that all individual knowledge capabilities (IKC), managerial knowledge capabilities (MKC) and organisational collaborative capabilities (OCC) had positive effects on individual contextual performance (ICPER). The study recommends leveraging knowledge-sharing initiatives and having a rewarding system to work as a catalyst for building knowledge bridges to nurturing a learning culture and fostering a context of open communication, leading to streamlined processes to improve coordination among employees and departments and respond to industry challenges rapidly to boost the companies’ efficiency. Findings may help policymakers and industrial sector executives hear the implication of wise investment in knowledge capabilities to increase the efficacy of industrial companies and develop an effective knowledge management strategy to sustain contextual performance by strengthening knowledge management processes and aligning them with business strategies.