Harnessing Knowledge Management for Sustainable Excellence: Unveiling the Sequential Synergy of Technological Competence and Organizational Innovation

Abstract

This study investigates how Knowledge Management (KM) drives Sustainable Organizational Performance (SOP) through the sequential mediation of Technological Competence and Organizational Innovation in IT-intensive organizations in Punjab, Pakistan. Using a cross-sectional design, data were collected in two phases, one month apart, via a structured self-administered survey, resulting in 265 valid responses from 678 participants. The research builds on theoretical frameworks such as the Resource-Based View (RBV), Dynamic Capabilities Theory, and Knowledge-Based View (KBV) to explore the pathways through which KM impacts performance. Descriptive, correlation, and regression analyses were conducted using SPSS, while Structural Equation Modeling (SEM) in AMOS tested the hypothesized sequential relationships. Results reveal that KM significantly enhances technological competence, which in turn promotes organizational innovation, ultimately leading to improved SOP. This sequential synergy highlights KM’s crucial role in enabling organizations to leverage technology and innovation for sustainable success. Focusing on IT-intensive firms, the study enriches existing literature by demonstrating how integrating KM with technological competence and innovation drives long-term performance. Future research should consider broader contexts and diverse sampling to strengthen the generalizability of these findings.