Synthesized Framework: Establishing a Causal Model of Organizational Learning, Knowledge Management, Knowledge-Sharing Behavior, and Organizational Performance

Research objectives were to determine a synthesized framework and to establish a causal model of organizational learning, knowledge management, knowledge-sharing behavior, and organizational performance of cement mill employees in Thailand. The study reported the responses of 587 operational employees from 11 cement mills operating in different parts of Thailand. Data were analyzed with descriptive statistics using SPSS (version 11.5) and assessed with confirmatory factor analysis to confirm the heterogeneity of all constructs and path analysis to test the cause and effect relationships among main constructs of the study using LISREL (version 8) on a structured questionnaire containing standard scales of organizational learning, knowledge management, knowledge-sharing behavior, and organizational performance to determine the relationships of organizational learning, knowledge management, knowledge-sharing behavior, and organizational performance. Research findings indicated that dimensions of organizational learning, knowledge management, and knowledge-sharing behavior have mediated the positive effect on organizational performance. Knowledge-sharing behavior fully mediates the relationships between organizational learning and organizational performance and between knowledge management and organizational performance. Furthermore, organizational learning is positively correlated with knowledge management.