Abstract
The knowledge asset was highlighted as the key strategic weapon in the postindustrial societies to achieve the competitive edge. Sri Lanka is gradually moving towards a post-industrial society context, which will increase the domain value centered on knowledge management and knowledge worker’s agility. Nonetheless, this study serves as a prelude to investigating the relationship of knowledge management practices on worker agility in the Sri Lankan banking sector. Workforce agility has received much interest in the manufacturing industry, but it has been overlooked in the service industry. As a response, the authors develop research questions to assess the relationship between proactive agility and flexible agility in knowledge management processes (knowledge creation, acquisition, sharing, and application) in the banking industry. The banking industry was chosen specifically because it is prone to change on a daily basis, and employees were expected to adjust their agile behavior. Two hypotheses were constructed for this purpose, and both hypotheses were failed to reject based on the correlation analysis and thus the findings of the study confirmed that knowledge management has a significant positive relationship with proactive agility and flexible agility. For this quantitative, deductive study, a systematic literature review was conducted. Existing knowledge was used to create a conceptual framework that addresses in the gaps in current research. The findings of the study emphasize the significance of top management’s involvement and strategic direction in fostering a strong knowledge management culture, which has a significant important role in the long run to sustain an agile workforce.
Highlights
The contemporary business environment has turned out to be “volatile, uncertain, complex, and ambiguous (VUCA)” in nature with an inherent plethora of opportunities and threats while portraying a network of organizations that regularly “appears, develops, or disappears”(Munteanu, Bibu, Nastase, Cristache & Matis, 2020)
Two hypotheses were constructed for this purpose, and both hypotheses were failed to reject based on the correlation analysis and the findings of the study confirmed that knowledge management has a significant positive relationship with proactive agility and flexible agility
As this study aims at investigating the relationship between the knowledge management processes; knowledge creation, acquisition, sharing and application and the workforce agility at the banking institutions in Sri Lanka, it follows a quantitative research paradigm and it enables the prediction of causal relationships and the statistical inference of the findings to the overall population (Sarantakos, 2005)
Summary
The contemporary business environment has turned out to be “volatile, uncertain, complex, and ambiguous (VUCA)” in nature with an inherent plethora of opportunities and threats while portraying a network of organizations that regularly “appears, develops, or disappears”(Munteanu, Bibu, Nastase, Cristache & Matis, 2020). A number of business organizations are in quest of conquering the environmental turbulence and uncertainty effectively (Almahamid, 2018). The modern business organizations are challenged to continuously adapt to the increasing demands rapidly and entirely (Munteanu et al., 2020). In order to sustain in the turbulent environment, the organizations tend to instill empowerment, updated technology, work organizations, virtual organizations, cross training and communication with the aim of instilling agility within themselves (Almahamid, 2018). (Gartside et al, 2014) assert that organizations adopt agility as an “enterprise-wide strategy” in order to sustain within the dynamic and competitive business environment. It enables organizations to cope with business environment turbulence
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
