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The Role of Organizational Culture on Employee Performance Influenced by Job Satisfaction and Knowledge Sharing and Its Impact on Organizational Performance Dibyo Yaksaprawira; Justine Tanuwijaya; Andreas Wahyu Gunawan
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 7 No 3 (2024): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v7i3.5623

Abstract

This study aims to analyze the influence of Organizational Culture on Employee Performance through Job Satisfaction and Knowledge Sharing, and its impact on Organizational Performance. Based on the results of the study, it can be concluded that: (1) Organizational Culture has a positive effect on Employee Performance, which shows that employee perceptions of organizational culture in Digital Banks in Indonesia throughout Indonesia affect their performance. (2) Organizational Culture also has a positive effect on Knowledge Sharing, indicating that a high organizational culture affects the sharing of knowledge among employees. (3) Organizational Culture has a positive effect on Job Satisfaction, indicating that the perception of a good organizational culture increases employee job satisfaction. (4) Job Satisfaction has a positive effect on Employee Performance, so that high job satisfaction increases employee performance. (5) Knowledge Sharing has a positive effect on Employee Performance, indicating that high knowledge sharing contributes to employee performance. (6) Job Satisfaction fully and significantly mediates the relationship between Organizational Culture and Employee Performance, which means that job satisfaction is the main link between organizational culture and employee performance. (7) Knowledge sharing also fully and significantly mediates the relationship between Organizational Culture and Employee Performance, confirming that knowledge sharing plays an important role in the influence of organizational culture on performance. (8) Employee Performance has a positive effect on Organizational Performance, indicating that good employee performance contributes to overall organizational performance.
The Role of Knowledge Management Mediation in The Relationship Between Risk-Taking and Proactiveness on Employee Performance in the Banking Sector Pentury, Luther Aprinando; Gunawan, Andreas Wahyu
Jurnal Economic Resource Vol. 9 No. 1 (2026): October - March
Publisher : Fakultas Ekonomi & Bisnis Universitas Muslim Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.57178/jer.v9i1.2233

Abstract

This study aims to analyze the influence of risk-taking, proactiveness, and knowledge management on employee performance in the Indonesian banking sector. The rapid dynamics of the banking industry and high demands for innovation underscore adaptive capabilities and knowledge management as key success factors. Employee performance, as a core organizational asset, is significantly affected by how individuals and organizations respond to change and leverage existing knowledge. This research employs a quantitative, survey-based approach. Data were collected through questionnaires distributed to banking employees in Indonesia. The research sample was drawn using a purposive sampling technique with specific criteria. The collected data were then analyzed using Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) with SmartPLS software. The findings indicate that both risk-taking and proactiveness have a positive and significant influence on knowledge management. This suggests that a higher propensity for employees to take calculated risks and demonstrate proactivity leads to more effective knowledge management processes in the workplace. Furthermore, risk-taking and knowledge management were found to have a positive and significant influence on employee performance. Interestingly, proactiveness did not show a direct significant influence on employee performance; however, its influence was fully mediated by knowledge management. This finding underscores the crucial mediating role of knowledge management in linking proactiveness to improved performance. The managerial implications of this study highlight the importance of banking institutions to foster a culture that supports measured risk-taking and proactive initiatives among employees. Moreover, investing in effective knowledge management systems and processes is vital to convert proactiveness into tangible performance improvements. This research contributes to the literature on the determinants of employee performance in the banking industry, particularly in the context of the strategic role of knowledge management in developing countries like Indonesia.