The Impact of Knowledge Capture and Knowledge Sharing on Learning, Adaptability, Job Satisfaction and Staying Intention: A Study of the Banking Industry in Bangladesh

Open access


The Knowledge Management (KM) has been defined as performing activites in discovering, capturing, sharing and applying knowledge in a more effective and effieicnt way. This study looks at only two such processes namely: capruring and sharing knowledge and their sub-processes. The purpose of this study is to conduct exploratory research to investigate the extent to which the sub-processes of knowledge capture and knowledge sharing of knowledge management impact the employee learning, adaptability, Job satisfaction and intention to stay on the job. This research was conducted using a purposive sample from financial services firms in Bangladesh. The sample consisted of 254 respondents from 23 different branches of eight commercial banks drawing from all levels of employees in the organizational hierarchy. The partial least squares (PLS) approach using Smart PLS has been used to test both the measurement and structural models. The findings of this study confirm that it is not the KM processes rather the sub-processes of KM process that can positively impact on employees' outcomes. This study involved self-administrated questionnaires and was open to all levels of staff and measured perceptions of the employees as opposed to actual behavior. This study suggests that employees' learning and adaptability depend on the usability and comfortability of the knowledge management initiatives undertaken by the management. Practitioners may employ the same experimental method using the instruments developed for this study to analyze the impact of the subprocesses of knowledge capture and knowledge sharing on employee outcomes. This study contributes to the existing literature of knowledge management that how the sub-processes of knowledge capture and knowledge sharing motivate employees to learn and adapt and how learning and adaptability contribute to job satisfaction and staying intention.

If the inline PDF is not rendering correctly, you can download the PDF file here.

  • Abelson M. & Baysinger B. (1984). Optimal and Dysfunctional Turnover: Toward an organizational level model. Academy of Management Review 9 331-341.

  • Bang H. (2015). Volunteer age job satisfaction and intention to stay. Leadership and Organization Development Journal 36(2) 162-176.

  • Bateman P. J. Gray P. H. & Butler B. S. (2011 December). The Impact of Community Commitment on Participation in Online Communities. Information Systems Research 22(4) 841-854.

  • Becerra-Fernandez I. Gonzalez A. & Sabherwal R. (2004). Knowledge Management and KM Software Package. London UK: Prentice Hall.

  • Benton B. (2014 September 3). Importance of Employee Training. Retrieved from

  • Bornemann M. & Sammer M. (2003). Assessment methodology to prioritize knowledge management related activities to support organizational excellence. Measuring Business Excellence 7(2) 21-28.

  • Boumarafi B. & Jabnoun N. (2008). Knowledge management and performance in UAE business organziations. Knowledge Management Research and Practice 6 233-238.

  • Boundless. Defining Job Satisfaction. (2015 July 21). Retrieved April 3 2016 from

  • Cheung S. Y. (2011). Refinement or breakthrough? The link between goal orientation employee learning creativity and job performance. ProQuest Dissertations Publishing.

  • Chin W. (1998). The Partial least squares approach for structural equation modeling. In G. Marcoulides Modern Methods for Business Research. (pp. 295-336). Mahwah NJ: Lawrence Erlbaum Associates.

  • Cullen K. L. Edwards B. D. Casper W. C. & Gue K. R. (2014). Employees' Adaptability and Perceptions of Change-Related Uncertainty: Implications for Perceived Organizational Support Job Satisfaction and Performance. Journal of Business Psychology 269-280. doi:10.1007/s10869-013-9312-y

  • Dalton D. Krackhardt D. & Porter L. (1981). Functional turnover: An emperical assessment. Journal of Applied Psychology 66 716-721.

  • Davenport T. & Prusak L. (1998). Working Knowledge: How Organizations Manage What They Know. Cambridge: Harvard Business School Press.

  • Dibella A. & Nevis E. (1998). How Organization Learn: An Integrated Strategy for Building Learning Capacity. San Francisco CA: Jossey-Bass.

  • Droege S. B. & Hoobler J. M. (2003). Employee turnover and tacit knolwedge diffusion: A network perspective. Journal of Managerial Issues 15(1) 50-65.

  • Gefen D. & Straub D. (2005). A Practicle Guide to Factorial Validity using PLS-Graph: Tutorial and Annotated Example. Communications of the Association for Information Systems 16 91-109.

  • Hair Jr. J. F. Black W. C. Babin B. J. & Anderson R. E. (2010). Multivariate Data Analysis. Upper Saddle River NJ: Prentice Hall.

  • Ho L.-A. (2008). What affects Organizational Performance? Industrial Management and Data Systems 108(9) 1234-1254.

  • Hung Y. Huang S. Lin Q. & Tsai M. (2005). Critical factors in adapting a knowledge management system for the pharmaceutical industry. Industrial Management and Data 105(2) 164-183.

  • Jones N. Herschel R. T. & Moesel D. D. (2003). Using ‘knowledge champions’ to facilitate knowledge management. Journal of Knowledge Management 7(1) 49-63.

  • Kianto A. Vanhala M. & Heilmannn P. (2016). The impact of knowledge management on job satisfaction. Journal of Knowledge Management 4 621-636.

  • King W. Marks P. & McCoy S. (2002). The most important issues in knowledge management: What can knowledge management do for corporate memory management thinking and IS responsibilityas well as for overall business performance. Communication of the ACM 45(9) 93-97.

  • Koh S. Gunasekaran A. Thomas A. & Arunachalam S. (2005). The application of knowledge management in call centers. Journal of Knowledge Management 9(4) 56-69.

  • Kulkarni U. R. Ravindran S. & Freeze R. (2006-7). A Knowledge Management Success Model: Theoritical Development and Emperical Validation. Journal of Management Information Systems 23(3) 309-347.

  • Lee-Kelley L. Blackman D. A. & Hurst J. P. (2007). An exploration of the relationship between learning organisations and the retention of knowledge workers. The Learning Organization 14(3) 204-221.

  • Lundvall B. & Nielson P. (2007). Knowledge Management and Innovation Performance. International Journal of Manpower 28 207-223.

  • Mahnke V. Pedersen T. & Venzin M. (2005). The impact of knowledge management on MNC subsidiary performance: The role of absorptive capacity. Management International Review 45(special issue) 101-119.

  • Marques D. P. & Simon F. J. (2006). The Effect of Knowledge Management Practices on Firm Performance. Journal of Knowledge Management 10(3) 143-156.

  • Misuraca P. M. (2013 March). An examination of the relationship between job satisfaction and tacit knowledge sharing among knowledge workers: A quantitative study. Dissertation. UMI Dissertation Publishing.

  • Murray R. (1999). Job satisfaction of professional and paraprofessional library staff at the University of North Carolina at Chapel hill. Dissertation.

  • Nonaka I. & Takeuchi H. (1995). The knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

  • Nonaka I. Toyama R. & Byosiere P. (2001). A Theory of organizational knowledge creation: understanding the dynamic process of creating knowledge. In M. Dierkes A. Antal-Berthoin J. Child & I. Nonaka Handbook of Organizational and learning Knowledge Creation (pp. 491-517). New York: Oxford University Press.

  • Ployhart R. & Bliese P. D. (2006). Individual ADAPTability (IADAPT) theory: Conceptualizing the antecedents consequencesand measurement of individual differences in adaptability. In S. Burke L. Pierce & E. Salas (Eds.) Understanding adaptability: A prerequisite for effective performancewithin complex environments (pp. 3-39). St. Louis MO: Elsevier Science.

  • Preez R. D. & Bendixen M. T. (2015). The impact of internal brand management on employee job satisfaction brand commitment and intention to stay. International Journal of Bank Marketing 33(1) 78-91.

  • Sabherwal R. & Becerra-Fernandez I. (2003). An Emperical Study of the Effect of Knowledge Management Processes at Individual Group and Organizational Levels. Decision Sciences 34(2) 225-260.

  • Salazar A. Hackney R. & Howells J. (2003). The Strategic Impact of Internet Technology in Biotechnology and Pharmaceutical Firms: Insights from a Knowledge Management Perspective. Information Technology and Management 4(2/3) 289-301.

  • Skyrme D. & Amidon D. (1997). Creating the Knowledge-Based Business. London: Business Intelligence.

  • Singh M. Shankar R. & Adish K. (2006). Survey of Knowledge Management Practices in Indian Manufacturing Industries. Journal of Knowledge Management 10(6) 110-128.

  • Suliman A. & Al-Hosani A. A. (2014 February). Job satisfaction and knowlege sharing: The case of the UAE. Issues in Business Management and Economics 2(2) 24-33.

  • Teh P.-L. & Sun H. (2012). Knowledge sharing job attitudes and organisational citizenship behaviour. Industrial Management and Data Systems 112(1) 64-82.

  • Trivellas P. Akrivouli Z. Tsifora E. & Tsoutsa P. (2015). The impact of knowledge sharing culture on job satisfaction in accounting firms. The mediating effect of general competencies. Procedia Economics and Finance (pp. 238-247).

  • Tsai M.-T. & Lee K.-W. (2006). A study of knowledge internalization: from the perspective of learning cycle theory. Journal of Knowledge Management 10(3) 57-71.

  • Yang J.-t. (2007). The impact of knowlegde sharing on organizational learning and effectiveness. Journal of Knowledge Management 11(2) 83-90.

  • Zack M. H. (1999). Managing Codified Knowledge. Sloan Management Review 40(4) 45-58.

  • Zack M. Mckeen J. & Singh S. (2009). Knowledge management and organizational performance:an exploratory analysis. Journal of Knowledge Management 13(6) 392-409.

Journal information
All Time Past Year Past 30 Days
Abstract Views 0 0 0
Full Text Views 442 442 59
PDF Downloads 354 354 52