Abstract
The objective of this article was to determine the mediating effect of shared knowledge and organisational commitment in the relationship between organisational values and collaborative public management. Organisational values are also made up as a second-order construct consisting of other first order sub-dimensions such as authority, autonomy, conservatism, equality, harmony, and hierarchy. This research is based both on the Theory of Resources and Capacities and the theoretical perspective based on knowledge. The hypotheses proposed were supported with the use of structural equation models based on composites (PLS-SEM). The results show empirical evidence of a multiple fully mediating effect. The findings confirmed that organisational values do not have a significant direct positive impact on collaborative public management unless they are full mediated by shared knowledge and organisational commitment. In addition, this research framework is effective for improving public employees’ work efficiency and has practical implications for scholars, practitioners, and the authorities.
Highlights
In modern economic landscapes, public management networks are coming to the forefront as a way of creating value collectively rather than as individual organisation
Public sector organisations need to look for alternatives that allow them to achieve greater efficiency in management, and collaborative public management is an option whereby it can be achieved through the interdependence and collaboration between public organisations
Our findings provide empirical evidence that shared knowledge and organisational commitment mediate the relationship between organisational values and collaborative public management
Summary
Public management networks are coming to the forefront as a way of creating value collectively rather than as individual organisation This tendency can be summarised as doing away with barriers and enhancing collaboration. At times, this may even be true for competitors, given the fact that one organisation may not have enough resources at its disposal to be able to continue in an ever more competitive market. This may even be true for competitors, given the fact that one organisation may not have enough resources at its disposal to be able to continue in an ever more competitive market For this reason, organisations come together and share resources in order to become more effective and efficient and, become or remain competitive. Collaboration refers to any shared activity between two or more organisations, working together to create public value collectively, rather than individually [2]
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