@DHAKA UNIVERSITY JOURNAL OF MANAGEMENT
Volume 16, No. 1, January 2024 – December 2025
https://www.doi.org/10.57240/DUJM.V16N1A9
PP. 223-262, ISSN: 2221-2523
Factors affecting employee knowledge sharing behavior: mediating
role of organizational culture
Mohammad Bin Amin1
Masnoon Salehin2
Received on 13th Jun 2025, Accepted on 13th Nov 2025, Published on
Abstract This study intends to assess the impact of elements such as employee identity, commitment, loyalty, and satisfaction on knowledge-sharing behavior among employees. Employees in a company have considerable significance due to their potential for varied contributions. Moreover, it has become a significant issue for businesses’ sustainability to use their workforce as an intellectual resource due to their knowledge and skills. Similarly, previous recent studies indicated a need for more empirical examinations of the existing relationships. The hypotheses for this investigation are derived from previous literature. Data were obtained from a purposively chosen sample of 395 full-time workers in tourist firms in Bangladesh to test the hypotheses. SPSS version 22 was used for input and descriptive statistics, whereas PLS-SEM (version 3.2.9) was utilized for assessing the measurement and structural model. The findings indicate that employee happiness and commitment enhance knowledge-sharing behavior, whereas employee identity and loyalty do not have a similar influence. Conversely, via the mediating influence of corporate culture, these characteristics facilitate employee knowledge sharing behavior. This study will be advantageous for researchers, practitioners, academics, managers, and workers. This study enhances organizational growth by expanding the understanding of staff knowledge-sharing practices.
Key words: Knowledge sharing behavior, Employee identification, Commitment,
Loyalty, Satisfaction, Tourism sector, Bangladesh
1. Introduction
The term knowledge denotes the personal experiences, skills, competencies, insights, and information acquired by an individual on a certain occupation, attained by personal endeavor (Choi et al., 2022). To enhance human resources and generating individual values, knowledge sharing is the most useful process (Saeed et al., 2022). Likewise, knowledge sharing behavior (KSB) delineates the methods by which groups or individuals disseminate acquired information to one another or relevant parties. In this regard, Sa’adah & Rijanti (2022) especially focused on ’employee knowledge,’ which benefits the company. Employee
1Associate Professor, Department of Business Administration, Faculty of Business Studies, Bangladesh Army
University of Science and Technology
2Assistant Professor, Department of Management, University of Dhaka