In the contemporary knowledge-driven economy, organizations increasingly recognize Knowledge Management (KM) as a strategic tool for creating value and sustaining competitive advantage. This study investigates the role of KM practices in enhancing organizational value through improved innovation, efficiency, employee performance, and customer satisfaction, with a particular focus on the banking sector in Agra, India. The study further explores the mediating role of Emotional Intelligence (EI) in shaping knowledge-sharing behaviors and overall performance. A structured questionnaire was administered to employees of ICICI Bank branches in Agra, generating responses from 120 participants across different designations and experience levels. Both descriptive and inferential statistical techniques, including correlation, regression, and ANOVA, were employed to analyze the data. The findings reveal that employees possess moderate awareness of KM practices and satisfactory levels of EI, but knowledge-sharing tendencies remain average. Correlation analysis indicated weak but positive relationships between KM awareness, knowledge sharing, and performance, while regression results showed that EI and knowledge sharing positively influence employee performance, though not at statistically significant levels. ANOVA results demonstrated no significant performance differences across designations, suggesting uniform perceptions of KM initiatives within the organization. The study concludes that KM practices alone may not directly drive employee performance; rather, their impact is realized when integrated with EI and supported by a culture of collaboration and systematic knowledge sharing. These results reinforce the socio-technical perspective that value creation emerges from the intersection of people, processes, and technology. This research contributes to the academic discourse by highlighting the importance of contextual factors in KM adoption and offers practical recommendations for banks to strengthen KM frameworks, enhance EI through training, and foster a culture of continuous knowledge sharing to maximize organizational value.
Singh et al. (Wed,) studied this question.