From Knowledge Sharing to Performance: A Multi-Level Analysis

Abstract Book of the 7th World Conference on Management and Economics

Year: 2026

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From Knowledge Sharing to Performance: A Multi-Level Analysis

Susan Zeidan

ABSTRACT:

This study examines the effects of knowledge sharing at both organizational and individual levels on organizational and employee performance. Drawing on data collected from organizations across multiple industries; the research explores how knowledge-sharing practices translate into key performance outcomes. The findings indicate that knowledge sharing at the organizational level has a direct and significant positive effect on organizational performance, while knowledge sharing at the individual level influences performance indirectly through organizational resilience. Specifically, organizational resilience emerges as a key mediating mechanism linking knowledge sharing to performance outcomes. In addition, organizational resource capability is found to partially moderate the relationship between knowledge sharing and individual performance. By adopting a multi-level perspective, this study extends existing knowledge-sharing literature and provides new insights into how knowledge sharing operates across levels to shape organizational resilience and performance.

Keywords: Knowledge Sharing; Resilience; Performance