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VOL. 7, ISSUE 1 (2025)
The impact of knowledge management practices on organizational performance: A study of Private Banks in Nepal
Authors
Bharat Bhusal
Abstract
This study seeks to elucidate the influence of
essential knowledge management (KM) components—namely knowledge acquisition,
conversion, transfer, and application—on the operational performance of private
banking institutions in Nepal. The research employed a survey-based methodology,
amassing data from a cohort of 440 employees spanning 11 government-owned
banking entities in Nepal. The gathered data were subjected to analysis through
Structural Equation Modeling with Partial Least Squares (SEM-PLS) to scrutinize
the interrelations among KM components and the performance metrics of banks.
The results manifest substantial positive correlations between knowledge
acquisition, knowledge transfer, and overall bank performance. Conversely,
knowledge application demonstrates a pronounced negative effect, whereas
knowledge conversion presents a relatively diminished impact. The findings
underscore the pivotal strategic role of KM practices in augmenting operational
efficiency and maintaining competitive advantage. This research accentuates the
critical importance of the strategic management of knowledge
dimensions—particularly knowledge transfer and acquisition—for the enhancement
of organizational learning, service quality, and innovation within the private
banking sector of Nepal. While providing invaluable insights for policymakers
and bank management, the study advocates for deliberate investments in KM
practices to effectively navigate the challenges posed by dynamic market
conditions.
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Pages:54-59
How to cite this article:
Bharat Bhusal "The impact of knowledge management practices on organizational performance: A study of Private Banks in Nepal". International Journal of Management and Economics, Vol 7, Issue 1, 2025, Pages 54-59
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