The Association Study Among Organizational Learning, Knowledge Sharing, Organizational Identification and Business Performance : A Case Study in Government-owned Bank.

In the age of the knowledge economy, the business performance of an enterprise depends on both the collective aptitude of its human resources and the general possession of knowledge. Company employees can only gain knowledge through constant studying. A company culture of learning is the impetus behind the growth of the organization, and while sharing knowledge can multiply this effect, close identification with an organization engenders an internal consensus of well-being and commitment. Together, these three elements have an important influence on overall business performance. This study takes the government-owned bank as an example and explores the interrelationships between organizational learning, knowledge sharing, organizational identification and business performance. The study furthermore provides an analysis of the variance in recognizing the aforementioned criteria by government-owned bank staff with different backgrounds. Methods used in this study include literature analysis, secondary data analysis, and survey by questionnaire. The collected data were processed by SPSS, Structural Equation Modeling (SEM) on correlation, and AMOS software for making path analysis to verify the model. Out of the 641 questionnaires, 549 are valid (85.65%). After the SPSS and AMOS stages, the following were conducted: sample analysis, descriptive statistical analysis, and variance study on the statistical variables of the population. SEM was also used to verify the analyses of different factors and the structural model, so as to understand the correlation thereof. The study results shows that, with regard to factors such as seniority, academic specialization, company position, differing departments, and management traits, the bank staff in the eastern regions held higher awareness of knowledge. The most important factors affecting a government-owned bank's business performance are organizational identification, followed by organizational learning; knowledge sharing, meanwhile, did not appear to have a positive effect. It is worthwhile to note that while organizational identification does not positively affect organizational learning, these two qualities in conjunction with knowledge sharing all have both direct and indirect effects on one another. [ABSTRACT FROM AUTHOR]