The Relationship Between Knowledge Management, Organizational Culture And Employee Performance In The Uae Aviation Industry

Abstract

In today’s challenging economic environment, employee performance has become a vital pillar for organizational growth and sustainability, particularly in knowledge-intensive sectors such as aviation. In the UAE aviation industry, employee performance has not yet reached the expected level, partly due to persistent challenges in managing Knowledge Management (KM) capability. Despite its importance, there is a noticeable lack of research exploring the impact of KM capability on employee performance within this sector. Additionally, limited attention has been given to the mediating role of organizational culture in this relationship, especially within the UAE context. This study aims to examine the effect of KM capability on employee performance and to investigate the mediating role of organizational culture. A quantitative research approach was employed, using structured survey questionnaires to collect data from 420 senior employees and managers across three major aviation companies in Abu Dhabi which are Global Aerospace Logistics, EDGE Group Abu Dhabi, and Etihad Engineering. Data was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that KM capability has a significant and positive effect on employee performance. Additionally, organizational culture also shows a positive and significant effect on employee performance. Importantly, the results confirm that organizational culture mediates the relationship between KM capability and employee performance. These insights provide valuable guidance for practitioners and policymakers seeking to enhance employee performance through effective knowledge management and cultural alignment.