Tacit knowledge management systems and organizational performance: the role of employee performance and job satisfaction: PLS-SEM approach

Purpose The study aimed to investigate the impact of tacit knowledge management systems (TKM) on organizational performance (OP) among Ghanaian small and medium enterprises (SMEs), addressing the function of employee performance (EP) and job satisfaction (JS) building on the knowledge-based viewpoint (KBV). Design/methodology/approach This study assessed the hypotheses in the established research model using structural equation modeling based on data collected from 320 participants from small- and medium-sized firms in Ghana. The results revealed significant and positive relationships between different dimensions of TKM systems and OP. Findings The findings show that the positive effects of TKM systems on OP are partially explained by the mediating role of JS. The results indicate that Ghanaian SMEs that engage in TKM systems and enhance EP and JS are more likely to achieve better OP. Research limitations/implications The research focused on Ghanaian SMEs, which may limit the generalizability of the findings to other contexts. Future investigations could explore the relationships between TKM systems, EP, JS and OP in different industries and countries to validate the findings. Practical implications This study contributed to KBV theory and practice, highlighting the significance of implementing effective TKM systems and ensuring EP and JS in organizations. Originality/value Ensuring EP and JS within an organization can further enhance the positive influence of TKM systems on performance results.