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American Journal of  Financial 
Technology and Innovation (AJFTI)

The Role of  Knowledge Management Processes in Enhancing the Quality of  Banking 
Information Systems: An Applied Study in the Iraqi Islamic Banking Sector

Mustafa Mohammed Kleban Zuhairi1, Mustafa Khudhair Hussein1*

Volume 1 Issue 1, Year 2023
https://journals.e-palli.com/home/index.php/ajfti

Article Information ABSTRACT

Received: December 04, 2023

Accepted: December 26, 2023

Published: December 30, 2023

The study aimed to identify the role of  knowledge management processes in enhancing 
banking information systems in Iraqi Islamic banks (Iraqi Islamic Bank for Investment and 
Development, National Islamic Bank, Al-Elaaf  Islamic Bank, Islamic Cooperation Bank 
for Investment, Al-Ataa Islamic Bank for Investment and Financing). The total number of  
employees in these banks was 2,300 across all branches. A random sample representing senior, 
middle, and executive management was selected, totaling 320 individuals. Various statistical 
methods were used to achieve the study objectives, relying on structural equation modeling 
using the SmartPLS3 software. The study reached several results, the most important of  
which was the statistically significant relationship. It was found that Islamic banks in Iraq 
have shown an acceptable level of  attention to knowledge management processes. However, 
they still need to exert more effort in practicing knowledge generation, storage, and sharing 
to activate and enhance banking information systems. The study recommends that Islamic 
banks in Iraq provide continuous training and educational programs for employees to 
increase awareness of  the importance of  knowledge management and enhance effective 
practices in knowledge generation, storage, and sharing. Furthermore, the study suggests 
conducting future research by introducing other variables, such as financial technology and 
artificial intelligence, to enhance banking information systems

Keywords
Knowledge Management Processes, 
Banking Information Systems

INTRODUCTION
Knowledge management processes can be vital in 
enhancing the quality of  banking information systems in 
Iraqi banks. When knowledge is effectively managed, the 
knowledge and expertise related to banking systems can 
be identified, documented, and shared among employees, 
which helps improve the quality of  information systems 
in banks. Additionally, knowledge management processes 
can help enhance organizational learning and improve 
decision-making processes in banks. Banks can provide 
training and development for employees on effectively 
using banking systems and improving internal processes to 
maximize the benefits of  banking systems. (Sajjad, 2023) 
Knowledge management processes can also improve the 
quality of  banking services and customer satisfaction. 
Banks can use knowledge and customer-related expertise 
to identify their needs and provide customized banking 
services according to their requirements. (Koshelieva 
et al., 2023) Given the crucial role played by knowledge 
management processes in enhancing the quality of  
banking information systems and improving the quality 
of  banking services, Iraqi banks should give significant 
attention to effectively implementing knowledge 
management processes and regularly updating their 
banking systems to meet customer requirements and 
achieve more success and sustainability in the market. 
(Adetayo et al, 2020)
Knowledge management processes involve collecting, 
organizing, distributing, and efficiently utilizing 
knowledge, which can positively impact the quality of  

banking information systems. Improving the quality of  
banking information systems can increase the efficiency 
of  banking operations and reduce the risks of  errors 
and fraud. A critical study in this field is conducted by 
researchers (Al-Quran et al., 2023) titled “An Empirical 
Study on Operating Banks in Jordan.” In this study, 
researchers found a positive relationship between 
knowledge management and the quality of  banking 
information systems, indicating that implementing 
knowledge management practices can improve the quality 
of  information systems.
On the other hand, some studies have indicated the 
absence of  a positive relationship or a significant impact 
of  knowledge management processes on the quality of  
banking information systems. For example, a survey by 
Siregar, T., & Nuryatno, M. (2023) found no direct effect 
of  knowledge management on the quality of  information 
systems in the banking services industry. However, 
knowledge management can help improve the quality of  
information systems by enhancing organizational learning 
and decision-making processes. Therefore, any institution 
operating in the banking services industry should focus 
on strengthening organizational learning and improving 
decision-making processes to enhance the quality of  
information systems.
Another study by Torabi, F., & El-Den (2017) indicated 
a weak and insignificant relationship between knowledge 
management and the quality of  information systems 
in Iran’s banking services industry. Hence, institutions 
operating in this sector should work on strengthening 

1 Imam A’adhum University College, Iraq
* Corresponding author’s e-mail: mustafakhudair87@gmail.com



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the relationship between knowledge management and 
the quality of  information systems. Additionally, a 
study by Santhosh and Lawrence (2023) suggests that 
knowledge management has little impact on the quality 
of  information systems in the banking services industry. 
Therefore, institutions in this sector should improve 
knowledge management and identify the factors that 
affect the quality of  information systems.
These conflicting results highlight the need for further 
research and intellectual debate to establish the 
relationship between the variables under investigation, 
mainly when applied in the Iraqi context. Iraq requires 
such research due to its political and economic instability, 
particularly in the banking sector, which is still emerging 
and lagging compared to developed countries. Hence, the 
researchers embarked on the current study to explore the 
relationship between knowledge management processes 
and the quality of  banking information systems in Islamic 
banks operating in Iraq. The research problem revolves 
around determining the role of  knowledge management 
processes in enhancing the quality of  banking information 
systems, and the following questions arise:

• What is the level of  knowledge management practices 
in the researched banks?

• What is the quality of  banking information systems in 
the researched banks?

• Is there a statistically significant relationship 
between knowledge management processes and banking 
information systems?”

The Importance of  Research
Research is one of  the essential topics in management 
and banking sciences that contribute to the development 
of  the Iraqi banking sector. The importance of  the 
variables under investigation and their role in enhancing 

the effectiveness of  banking operations and developing 
the economic sector is evident. The focus is on the quality 
of  banking information systems to improve the reality 
of  banking operations and protect their systems from 
breaches and risks associated with using information 
systems. On the other hand, it contributes to enhancing 
the quality of  the decision-making process by providing 
information to operational and investment decision-
makers in the researched banks.

Research Objectives
• Attempt to identify the level of  knowledge 

management processes in the researched organization.
• Determine the level of  activation and interest of  the 

researched organization in banking information systems.
• Measure the statistical relationship between knowledge 

management processes and banking information systems.

METHODOLOGY 
Based on the research methodology, its importance, 
and objectives, we can formulate the research plan and 
illustrate the relationship between the research variables 
as follows (Figure 1):

Independent Variable
Knowledge management processes are represented by the 
three dimensions (knowledge generation x1, knowledge 
storage x2, knowledge sharing x3). ( Al-Dmour, R., & 
Rababeh,2021)

Dependent Variable
Banking information systems are represented by the 
dimensions (information retrieval speed y1, system 
suitability y2, information security y3, user satisfaction 
y4) (Abualoush et al., 2018)

Figure 1: Research Model

Research Population and Sample
The research population consists of  employees in Iraqi 
Islamic banks, totaling 29 banks. A sample was taken 
from these banks, specifically from 5 banks: Iraqi Islamic 
Bank for Investment and Development, National Islamic 
Bank, Al-Ilaaf  Islamic Bank, Islamic Cooperation Bank 
for Investment, and Al-Ataa Islamic Bank for Investment 
and Finance. These banks’ total number of  employees 
is 2,300, spread across all branches. A random sample 
was selected, representing the top, middle, and executive 

management, with 320 employees, based on the equation 
(Steven et al., 2012).
n = (N*P (1-P))/[N-1*(d2 + z2)] + p (1-p)

Data Collection Tools
The researchers relied on literature and previous 
studies related to the variables of  the current study. A 
questionnaire consisting of  28 items was designed and 
divided into the researched variables. The variable 
of  knowledge management processes consists of  12 



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items distributed across three dimensions (knowledge 
generation, knowledge storage, and knowledge sharing), 
with four items for each size. The variable of  banking 
information systems consists of  16 items, composed of  
four sub-dimensions (information retrieval speed, system 
suitability, information security, user satisfaction), with 
four items for each sub-dimension.

Statistical Analysis Methods for Data
The researchers relied on a set of  statistical methods 
(validity and reliability), mainly to test the suitability and 
quality of  the measurement tool. Structural equation 
modeling was adopted using the statistical application 
SmartPLS 3 and path analysis.

LITERATURE REVIEW
Knowledge Management Processes
Many authors and researchers have discussed the concept 
of  knowledge, including the organization’s ability to 
deal with data and information and use them correctly 
to achieve goals (Abubakar et al., 2019). Knowledge 
management processes refer to interconnected activities 
and specific tasks defined by the organization to facilitate 
knowledge creation and utilization. It is a continuous 
and sustainable process of  transforming knowledge into 
various forms, where knowledge management processes 
support the conversion of  tacit knowledge into explicit 
knowledge (Alewine et al., 2016). Khaled et al. (2019) stated 
that knowledge management is the coordinated efforts 
of  the organization to collect, classify, store, and prepare 
all types of  knowledge related to the organization’s work 
for sharing among employees, thus supporting effective 
decision-making.

Importance of  Knowledge Management Processes
Researchers have addressed the importance of  knowledge 
management processes, focusing on the following points 
(Torabi et al., 2017):

• We are enhancing the organizational knowledge 
power and contributing to achieving excellence through 
growth, survival, and continuity.

• They are essential processes in the functioning and 
sustainability of  organizations, as they are involved in all 
organizational activities.

• We provide organizations with greater adaptability 
to the surrounding environment, focusing on knowledge 
generation, storage, and utilization.

• They are contributing to improving performance and 
achieving goals.

• We are providing the necessary support for 
organizations’ fundamental and intellectual capabilities, 
thus enhancing resilience and knowledge enrichment.

Dimensions of  Knowledge Management Processes
There are variations in researchers’ opinions regarding a 
specific set of  knowledge management processes. Some 
of  them have identified the following dimensions: [Please 
provide exact dimensions or refer to the literature you 
want to be summarized]

Knowledge Generation and Acquisition
It refers to a set of  activities carried out by organizations 
to discover and acquire knowledge from internal and 
external sources, as well as generate knowledge through 
research and exploration processes (Adetayo et al., 
2020). This process requires identifying and diagnosing 
understanding, acquiring it, and then working on creating 
it according to the organization’s tasks. Afterward, the 
necessary strategies for knowledge management are 
developed to ensure its continuous flow and attraction 
from internal and external sources (Siregar et al.; M., 
2023).

Knowledge Storage
(Khaled et al., 2019) emphasized the importance of  
storing and preserving newly acquired knowledge for easy 
access and future use. Storage itself  involves capturing 
knowledge, encoding it, and making copies. (Al-Dmour, 
R., & Rababeh, 2021) views the storage process as a way 
to preserve invaluable assets that cannot be bought with 
money but accumulate over time.

Knowledge Sharing
It is the process of  disseminating knowledge, whether 
implicit or explicit, by organizations or individuals to other 
organizations and individuals. Knowledge sharing can be 
categorized into two types: intentional, which is deliberate 
and takes place through specified official channels, 
and unintentional, which occurs informally outside 
working hours among employees in their organizations. 
Knowledge sharing directly depends on organizational 
culture, managerial behavior, and communication rules 
(Sajjad, 2023).
It is worth noting that some authors and researchers 
have added other knowledge management processes 
(knowledge organization, knowledge application, 
knowledge utilization, knowledge transformation, 
and knowledge protection). The research agrees with 
(Santhose & Lawrence, 2023) that knowledge management 
processes revolve around three dimensions (knowledge 
generation, knowledge storage, and knowledge sharing)

Banking Information Systems
Banking information systems are the cornerstone of  
banking operations, competing to provide diverse 
services in a rapidly changing and advanced technological 
environment. They focus on information and the services 
that banks offer their customers, aiming to achieve 
excellence for the banks and their operations (Nurdin, 
2019). Adel (2015) defines banking information systems 
as activities that support decision-makers and managers 
with information related to all banking operations, 
facilitating decision-making processes and achieving the 
desired performance. Alewine et al. (2016) also state that 
banking information systems contain all the information 
about bank customers and their accounts. These systems 
help eliminate paper-based data, promote collaboration, 
and facilitate information access across different 
computer applications to achieve the desired goal.



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Importance of  Banking Information Systems
Banking information systems play a crucial and strategic 
role in building the competitive advantage of  banks, 
directly relying on accurate information (Sajjad, 2023). 
Banking information systems serve as a customer 
attraction tool, as most customers prefer dealing with 
banks that provide excellent and advanced services. They 
also assist managers in making the right decisions based 
on timely and accurate data and information.
Based on the research above and studies, the importance 
of  knowledge management processes in enhancing 
and activating banking information systems can be 
emphasized. The following hypotheses can be formulated:

H1: Knowledge management processes and banking 
information systems have a statistically significant 
relationship.

H2: There is a collectively statistically significant 
impact of  knowledge management processes on banking 
information systems.

Hypothesis Testing
H1: Knowledge management processes and banking 

information systems have a statistically significant 
relationship. Table (1) shows the correlation test based on 
the Pearson coefficient.
The results of  the above Table indicate the presence of  

Table 1: Pearson correlation coefficient
x1 x2 x3 x y1 y2 y3 y4 y

x1 1
x2 .543** 1
x3 .744** .593** 1
x .892** .788** .903** 1
y1 .602** .474** .648** .670** 1
y2 .631** .531** .741** .733** .625** 1
y3 .656** .560** .703** .736** .580** .738** 1
y4 .568** .484** .667** .667** .568** .728** .653** 1
y .727** .583** .801** .817** .770** .886** .881** .846** 1

a statistically significant positive relationship between 
all dimensions and variables of  the study. Therefore, 
we accept the first hypothesis of  the study (H1). 
After confirming the critical relationship between the 
study variables, we proceed to test the other research 
hypotheses, which aim to examine the impact and level 
of  influence between the variables under investigation, as 
stated in the following hypotheses:

H2: Knowledge management processes have a 
statistically significant impact on the quality of  banking 
information systems. This hypothesis branches into the 
following sub-hypotheses:

H2-1: The knowledge generation dimension has a 

statistically significant impact on the quality of  banking 
information systems.

H2-2: The knowledge storage dimension has a 
statistically significant impact on the quality of  banking 
information systems.

H2-3: The knowledge-sharing dimension has a 
statistically significant impact on the quality of  banking 
information systems.
The first study model, as shown in Figure (2), illustrates the 
testing of  the second central hypothesis (H2): the impact 
of  the independent variable “knowledge management 
processes” on the dependent variable “quality of  banking 
information systems,” as depicted in Figure (1) below.

Figure 2: Knowledge management processes on the dependent variable quality of  banking information systems.

Model Quality Measurement
To ensure the quality of  the model, a set of  steps must 
be taken. Firstly, we need to confirm the outer loading, 
which should be at least 0.70. All model items have levels 
above 0.70, indicating excellent saturation. To further 

ensure, we check for the absence of  linear correlation 
using the Variance Inflation Factor (VIF), which should 
be at most 3 (some sources suggest not exceeding 5). All 
values are below 3, which falls within acceptable limits. We 
also verify the value of  Cronbach’s Alpha, which appears 



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to be 0.846 for the variable “knowledge management 
processes” and 0.868 for the dimension of  “quality of  
banking information systems.” These high values indicate 
a strong positive correlation and high-scale stability.
Additionally, the value of  Composite Reliability (C.R) 
reached 0.907 for the variable “knowledge management 
processes” and 0.910 for the variable “quality of  
banking information systems,” which are higher than 
the standard value of  0.70. Furthermore, the Average 
Variance Extracted (AVE) values for the variables 

“knowledge management processes” and “quality of  
banking information systems” are 0.765 and 0.718, 
respectively, both exceeding the standard weight of  0.50. 
The Standardized Root Mean Square Residual (SRMR) 
value is 0.068, which is less than 0.09 and falls within the 
criterion of  good fit.
After confirming the quality and suitability of  the study 
model, we will test the level of  influence between the 
researched variables (knowledge management processes 
on the quality of  banking information.

Table 2: K. M. processes
K. M. 
processes

Latent Variables Outer Loadings VIF Construct Reliability and Validity SRMR
x1 0.889 2.325 Cronbach’s 

Alpha
0.846

C.R
0.907

(AVE)
0.765

0.068
x2 0.818 1.721
x3 0.914 2.514

Banking 
information 
systems.

y1 0.776 1.673 0.868 0.910 0.718
y2 0.900 2.908
y3 0.856 2.207
y4 0.852 2.248

The Table above results indicate a statistically significant 
positive effect of  knowledge management processes on 
the quality of  banking information systems in the surveyed 
banks, with a coefficient of  0.825. This means that a one-
unit change in the knowledge management processes 
variable will result in an 82.5% change in the quality of  
banking information systems, with a significance level 
of  P=0.000, which is less than 1%. The determination 
coefficient (R2) is 0.681, indicating that the knowledge 
management processes variable explains 68% of  the 
variation in the quality of  banking information systems. 
Therefore, we can accept the second central hypothesis 
H2: Knowledge management processes have a significant 
effect on the quality of  banking information systems.
After testing the main hypotheses of  the study, it is 
necessary to try the sub-dimensions of  knowledge 
management processes and their impact on the quality of  
banking information systems, according to the following 
hypotheses:

H2-1: The knowledge generation dimension has a 
significant effect on the quality of  banking information 
systems.

H2-2: The knowledge storage dimension has a 
significant effect on the quality of  banking information 
systems.

H2-3: The knowledge-sharing dimension significantly 
affects the quality of  banking information systems.
The second structural model will be used to test the above 
hypotheses, as shown in Figure (4), which aims to test the 
sub-dimensions of  knowledge management processes on 
the quality of  banking information systems.
First, measuring model quality: To ensure the quality 
of  the model, a series of  steps should be taken. First, 
ensure that the outer loading saturations of  the items are 
not less than 0.70. It is noted that all model items have 
levels above 0.70, which is excellent, as shown in Figure 4 
above and Table 4 below. To further confirm, we ensure 
no linear correlation through the variance inflation factor 

Figure 3: The overall impact of knowledge management processes on banking information systems

Table 3: First structural path analysis
Path Coefficients β R2 (STDEV) T P Values
Knowledge management processes -> Banking information systems 0.825 0.681 0.016 52.667 0.000



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(VIF), which should not exceed 3. While some sources also 
indicate that it should not exceed 5, we observe that all 
values do not exceed 3, which is within acceptable limits.
We also confirm the value of  Cronbach’s Alpha, which 
ranges from 0.822 to 0.868 for all dimensions. These are 
high values indicating good correlation and high-scale 
stability. In addition, the value of  C.R. ranges from 0.882 

to 0.901, which is higher than the standard value of  0.70.
Furthermore, the value of  AVE is 0.765, and the variable 
of  the quality of  banking information systems ranges 
from 0.652 to 0.718. All discounts are more significant 
than the standard value of  0.50.
The value of  SRMR is 0.064, which is less than 0.09 and 
falls within the criterion of  good fit.

Figure 4: The quality of banking information systems, second structural model

Table 4: Results of Measuring the Quality of the Second Study Model
 Variables Latent Variables Outer loading VIF Cronbach's Alpha C.R (AVE) SRMR
Generating 
knowledge 

X1 0.801 1.739 0.834 0.889 0.668 0.064
X2 0.853 2.224
X3 0.833 2.195
X4 0.781 1.783

Store 
knowledge

X5 0.869 2.570 0.853 0.901 0.697
X6 0.908 2.159
X7 0.833 2.049
X8 0.717 1.465

Share 
knowledge

X9 0.778 1.630 0.822 0.882 0.652
X10 0.847 1.950
X11 0.832 1.889
X12 0.772 1.566

Banking 
information 
systems.

Y1 0.776 1.673 0.868 0.910 0.718
Y2 0.901 2.908
Y3 0.855 2.207
Y4 0.854 2.248

After confirming the suitability and quality of  the study 
model, we will test the structural equation modeling to 
test the sub-hypotheses. As shown in Table (5) and Figure 
(5) below, the second study model aims to test the impact 
of  the sub-dimensions of  knowledge management 
processes on the quality of  banking information systems.

After confirming the suitability and quality of  the study 
model, we will test the structural equation modeling to 
test the sub-hypotheses. As shown in Table (5) and Figure 
(5) below, the second study model aims to test the impact 
of  the sub-dimensions of  knowledge management 
processes on the quality of  banking information systems.



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databases, content management systems, and internal 
communication tools can be used to write and organize 
critical expertise for the bank and facilitate access when 
needed.

3. They encourage collaboration and knowledge sharing 
among employees by creating a work environment that 
promotes communication and knowledge exchange. 
Interactive sessions, opportunities for joint learning, 
and regular exchange of  ideas and experiences can be 
organized between different teams and departments.

4. Islamic banks should invest significantly in advanced 
information technology that supports knowledge 
management processes. Content management systems, 
internal social networks, tools for analysis, and machine 
learning can be used to enhance knowledge generation 
and sharing processes and facilitate access to knowledge.

5. Senior leadership should be vital in promoting 
and implementing a knowledge management culture. 
The administration should be committed to providing 
necessary resources, support, and guidance to implement 
and enhance knowledge management initiatives as part 
of  the bank’s strategy.

LIMITATIONS
The current study relied on a sample of  employees from 
Iraqi Islamic banks, with 320 participants. This means 
that the results of  the present study cannot be generalized 
to the entire Iraqi banking sector. Additionally, the 
present study focused on only two variables: knowledge 
management processes and banking information 
systems. It is possible to introduce other variables, such 

CONCLUSIONS
Islamic banks in Iraq pay acceptable attention to 
knowledge management processes. Still, they need to 
exert more effort in knowledge generation, storage, and 
sharing practices to activate and enhance their banking 
information systems. This can be achieved by creating 
a supportive culture and environment for knowledge 
management processes through training, continuous 
learning, and raising awareness about the importance of  
implicit and explicit knowledge. This is a helpful starting 
point for gaining a deeper understanding of  the integration 
of  information systems and knowledge management 
processes and their impact on the performance of  Iraqi 
Islamic banks. This conclusion can serve as a starting 
point for managers responsible for implementing 
knowledge generation and employee-sharing initiatives. 
It positively reflects on enhancing banking information 
systems’ reliability, speed of  accessing information, and 
relevance to user needs.

RECOMMENDATIONS
1. Islamic banks in Iraq should provide continuous 

training and educational programs for employees to 
increase awareness of  the importance of  knowledge 
management and enhance effective practices in 
knowledge generation, storage, and sharing. Workshops, 
seminars, and internal and external training programs can 
be utilized to promote a knowledge-oriented culture and 
develop knowledge management skills among employees.

2. Islamic banks should develop effective mechanisms 
to document implicit and explicit knowledge. Centralized 

Figure 5: Analysis of the impact of the second study model

Table 5: A path analysis of the second study model
Path Coefficients β R2  (STDEV) T P Values
Generating knowledge -> Banking information systems 0.243 0.698 0.052 4.628 0.000
Share knowledge -> Banking information systems 0.157 0.042 3.746 0.000
Store knowledge -> Banking information systems 0.527 0.051 10.405 0.000



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as the role of  financial technology in enhancing banking 
performance, or another variable as a mediator, such 
as organizational learning or artificial intelligence, to 
improve the relationship between the studied variables.

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