Abstract
The past few decades showed inadequate discussion of the impact of employees’ knowledge sharing and its diffusion on advancing banks’ long-term sustainability. The objective of the study is to examine the role of employees’ knowledge sharing on the sustainable performance of the banks operating in Bangladesh. Furthermore, this study tested the “moderated mediation model” of knowledge hiding and employees’ ambidexterity on the association above. The researchers applied the deductive reasoning method through the application of quantitative techniques, using structural equation modeling. Finally, 287 respondents from different banks were chosen through a self-administered questionnaire survey in the capital city of Dhaka. The findings indicated that all the predictor variables significantly explain the outcome variable, except the influence of knowledge sharing. Mediation analysis showed that employees’ ambidexterity mediated the association between knowledge sharing and sustainable performance. Surprisingly, moderation analysis revealed that the influence of knowledge sharing on employees’ ambidexterity is not affected by knowledge hiding. This study adds to the existing literature by demonstrating the importance of knowledge hiding, along with explaining how knowledge sharing can motivate and influence employees to achieve sustainable performances. In addition, the main contribution of this study is to advance knowledge and add values in the forms of knowledge creation, preservation, and dissemination among practitioners, banking professionals, and academics for utilizing their domain-specific areas to increase long-term sustainability.
Highlights
Profit maximization as a mean of justifying a firm’s long-term sustainability has faced concerns and debates at the organizational level, the national level, and the global level [1]
Only a few studies worldwide have focused on these factors
This study provides a theoretical outline for shaping the impact of knowledge sharing on the sustainable performance of employees, especially in banks
Summary
Profit maximization as a mean of justifying a firm’s long-term sustainability has faced concerns and debates at the organizational level, the national level, and the global level [1]. As a consequence, achieving a sustainable performance among organizations has become a vital focus of academic interests in the fields of management and environmental science [2,3,4,5,6]. Research on ambidexterity and sustainable performance has achieved robust growth in the last few decades [7,8] and knowledge sharing has turned into the center of this fusion [8]. Researchers are increasingly exploring processes that lead to knowledge creation and knowledge integration to achieve a sustainable performance [9]. Due to the status of banks as knowledge-based organizations in Bangladesh, it is necessary to pay specific attention to employee ambidexterity because knowledge management affects their subsistence and progress, which is adequately related to organizational sustainability [10]. Et al [11] framed sustainable performance as the harmonization of the social, financial, and environmental performance of a business entity that drives it toward sustainable development [12,13,14]
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