The Impact of Organizational Commitment on Job Performance: Focusing on the Mediating Role of Knowledge Sharing
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In an era of increasing globalization and technological advancements, enterprises face heightened competition and rapid environmental changes. Sustaining a competitive advantage requires organizations to enhance employee commitment, foster knowledge sharing, and ultimately improve job performance. However, existing studies have primarily focused on the direct impact of organizational commitment on performance, with limited attention given to the underlying mechanisms, particularly the mediating role of knowledge sharing. This study investigates the relationship between organizational commitment, knowledge sharing, and job performance. Drawing on theories of organizational behavior and human resource management, we develop a theoretical framework and empirically test it using structural equation modeling (SEM) based on data collected from 450 employees in Chinese enterprises. The results reveal that: (1) organizational commitment positively influences job performance, with affective, continuance, and normative commitment all demonstrating significant positive effects; (2) organizational commitment enhances knowledge sharing, although the effects vary across its different dimensions; (3) knowledge sharing significantly improves job performance; and (4) knowledge sharing serves as a mediating mechanism between organizational commitment and job performance. This study contributes to the literature by providing empirical evidence of the mediating role of knowledge sharing, offering a more nuanced understanding of how different dimensions of organizational commitment translate into job performance. From a managerial perspective, the findings suggest that organizations should implement targeted strategies to enhance affective commitment, create an environment conducive to knowledge sharing, and integrate human resource management practices with knowledge management systems. Additionally, the study offers policy implications for enterprises aiming to optimize employee performance and maintain long-term competitiveness in knowledge-driven economies.
Abstract
In an era of increasing globalization and technological advancements, enterprises face heightened competition and rapid environmental changes. Sustaining a competitive advantage requires organizations to enhance employee commitment, foster knowledge sharing, and ultimately improve job performance. However, existing studies have primarily focused on the direct impact of organizational commitment on performance, with limited attention given to the underlying mechanisms, particularly the mediating role of knowledge sharing. This study investigates the relationship between organizational commitment, knowledge sharing, and job performance. Drawing on theories of organizational behavior and human resource management, we develop a theoretical framework and empirically test it using structural equation modeling (SEM) based on data collected from 450 employees in Chinese enterprises. The results reveal that: (1) organizational commitment positively influences job performance, with affective, continuance, and normative commitment all demonstrating significant positive effects; (2) organizational commitment enhances knowledge sharing, although the effects vary across its different dimensions; (3) knowledge sharing significantly improves job performance; and (4) knowledge sharing serves as a mediating mechanism between organizational commitment and job performance. This study contributes to the literature by providing empirical evidence of the mediating role of knowledge sharing, offering a more nuanced understanding of how different dimensions of organizational commitment translate into job performance. From a managerial perspective, the findings suggest that organizations should implement targeted strategies to enhance affective commitment, create an environment conducive to knowledge sharing, and integrate human resource management practices with knowledge management systems. Additionally, the study offers policy implications for enterprises aiming to optimize employee performance and maintain long-term competitiveness in knowledge-driven economies.