JISIB-vol-12_Nr-1(2022) (3).pdf Journal of Intelligence Studies in Business Vol. 12 No. 1 (2022) Open Access: Freely available at: https://ojs.hh.se/ pp. 20–33 The mediating effect of entrepreneurial orientation on the impact of knowledge management processes on successful organizational performance at industrial sector in Jordan ABSTRACT The study aimed to identify the mediating effect of entrepreneurial orien- tation on the impact of knowledge management processes on successful organizational performance at industrial sector in Jordan. A quantitative questionnaire survey is conducted. The study population consisted of all senior and middle administrations and employees in the pharmaceutical industry companies in Jordan. The study sample consisted of (150) senior and middle administrations, and (250) employees. The study sample was selected by random mainly contributes to suggesting a new mechanism for applying knowledge management and leadership, which has been turned into a tool for improving organizational performance in that managers and employees can apply. KEYWORDS: Entrepreneurial Orientation; Knowledge Management Processes; Organizational Performance; Industrial Sector 1. INTRODUCTION Knowledge management is one of the tools that contribute to increasing speed and improving Khan et al., 2021). As knowledge is a major robust source of funding within institutions (Claver- Cortés et al., 2007), so Companies and insti- tutions must pursuit of having knowledge in 2019). Knowledge management constitutes a set of interrelated and connected procedure that work within the organization in order later used in the best way for the interest of the organization and the different administra- Alghail et al., 2021). Schmitz et al., (2014) believes that, knowl- edge management has taken a great deal of interest and has become an important part within any company’s production operations to business scope, knowledge management has been considered as a distinctive mark for the most effective institutions from a strategic point of view (Areed at al., 2021). The dynamic environment within the institutions provides 21 its employees with support and motivate them to be more productive and active (Al Shraah et al., 2021). Given the importance of knowledge manage- ment, many researchers have analyzed it from different points of view. Schmitz et al. (2014) delved into the study of the impact of knowl- edge management with its various aspects and relationship with the organization Allameh & management on corporate sustainability and The successful key for the Companies is providing support and attention to their employees (Anwar & Abdullah, 2021; Shanker et al., 2017). The commitment of senior man- agement and staff discipline is very important 2018). Senior management facilitates a culture of learning and knowledge management in the organization (George et al., 2019). Serrat (2017) argues that knowledge-oriented lead- ership is the most important part because it can lead the company towards excellence and development. Entrepreneurship orientation is consid- ered one of the basic and successful methods in knowledge management and organization, and - ing the level of companies and their employees achievement. (Tajeddini et al., 2020; Corrêa - neurial orientation are available in the liter- ature. Entrepreneurial orientation executives are crafting strategies in the hopes of doing something new and exploiting opportuni- ties that other organizations cannot exploit. (Wales et al., 2019; Arzubiaga et al., 2018). The entrepreneurial orientation organizes plans, ideas and workers within the company for the sake of the company itself as well as the customers. (Genc et al., 2019; Jiang et al., 2018). This paper includes three sections; it begins with a review of the current literature on knowl- edge management processes, organizational performance, and entrepreneurial orientation, and conclusion, as it will add a contribution to industrial companies from the perspective of the capabilities of knowledge management and - zational management, and increasing the com- pany’s entrepreneurial orientation. 2. LITERATURE REVIEW 2.2 Knowledge management Entrepreneurial orientation refers to the orga- nization’s adoption of the concepts of initiative and innovation, and risk tolerance, as a stra- tegic approach based on experimenting with innovative ideas and diversity in the use of modern management strategies (McKenny et al., 2018). Thus, the entrepreneurial orienta- tion leads organizational performance towards excellence (Monteiro et al., 2019). The entre- - - ciency with business requirements and adapt et al., 2019)The rapid changes and transfor- mations witnessed in recent years in all areas surrounding business organizations at the eco- - cal, legal and cultural levels have exacerbated the intensity of competition between the indus- trial organizations (Wales et al., 2020).Whereas Entrepreneurial orientation helps industrial establishments to implement entrepreneurial 2018). The entrepreneurial orientation is divided into six elements (identifying opportu- - ity, and vision (Alshanty & Emeagwali, 2019). Knowledge is the essential organizational - tury, which can achieve a sustainable competi- tive advantage in the long term. Many studies have focused on the importance of knowledge management (Webb, 2017). Knowledge management processes have become one of the international trends of entrepreneur- ship, as knowledge management forms part of the organization’s assets that lead it towards better performance, through obtaining, storing, sharing, and processing information in order to enhance its strategy, and providing the neces- sary information so that members of the orga- nization make the right decisions (Abubakar et al., 2019). To achieve better corporate performance, entrepreneurs need to use knowledge man- agement to improve the quality of their deci- Knowledge management is also dynamic and multidimensional, covering most aspects of cor- porate knowledge activities, including knowl- edge creation, knowledge accumulation and knowledge exchange (Anwar & Ghafoor, 2017). 22 as the various administrative processes that a company devote to the production, distribu- tion and use of knowledge to enhance orga- nizational performance through knowledge acquisition, sharing and application (Durst & explicit and implicit forms, documenting and sharing it with all stakeholders in the com- pany, and applying it in a way that guarantees the organization’s advancement and progress (Abualoush et al., 2018). Knowledge management is one of the most important requirements that any company or institution needs to ensure its progress and its development in light of the tremendous tech- nological progress witnessed by the business sector in the current era (Ali & Anwar, 2021). Where companies, especially industrial ones, are interested in investing in the knowledge management projects and applying them to achieve success and continuity in the labor mar- ket (Al-Ahbabi et al., 2017). As companies have become more interested in knowledge manage- ment, as a result of the huge developments and changes on the one hand, and the increasing intensity of competition, and the multiplicity of requirements and needs of the customers on the other hand (Barley et al., 2018). Knowledge management has become the focus of companies’ attention through their reliance on information and knowledge and their use in designing and developing ser- vices (Othman et al., 2019), and technologies in order to renew their methods of providing compared to their competitors from other com- panies (Bolisani & Bratianu, 2017). Knowledge management helps the indus- trial sector to take decisions at all administra- tive levels within the company, which leads to increase better competitiveness (Gopinath, 2021). It also helps to increase the stock of knowledge owned by the company, which leads to enhancing the capabilities of employ- positively on their performance (Gacanin, 2019). The knowledge management also con- tributes to identifying and understanding all the knowledge available in the company, which facilitates the process of investing it in an optimal manner and building a future vision based on it. Knowledge management also helps to consolidate the concept of knowledge culture within the minds of all employees, by encouraging behaviors of discovery and shar- ing of knowledge (Abdi et al., 2018). 2.3 Organizational performance Organizational performance is one of the most important foundations upon which organiza- tions and companies are built, and organiza- tional performance expresses the features of the organization that distinguish it from other companies and organizations in the labor mar- ket (Al Khajeh, 2018). Organizational perfor- mance represents the values and principles prevailing in the organization’s internal work environment, which regulate work strategies, ideas and visions that help develop the orga- nization and ensure its continuity (Schneider et al., 2018). Organizational performance also helps to develop the capabilities of all employees in the organization, increases their loyalty, and enhances interdependence among them. Successful organizational performance gives the organization a competitive advantage that helps attract both customers and qual- - tive staff to make decisions that will develop the organization and increase its productivity. Organizational performance is a major com- ponent of the components and foundations of modern organizations, as it is seen as one of the entrances to change, improvement and development (Khalid et al., 2019). - formance helps in revealing the extent of the organization’s ability to confront environ- mental determinants and identify the organi- zation’s goals and resources (Mbaidin, 2021). - cial and human resources and invests them in a way that makes it able to achieve its goals (Alghamdi, 2018). The organizational perfor- mance is the sum of all the operations carried out by the organization and all the strategies and plans it follows in order to increase its com- petitiveness in the labor market (Al Khajeh, 2018). - cesses, appropriate allocation of human, mate- effective management capable of developing clear, understandable and well-known strat- egies for employees (Abubakar et al., 2019). Organizational performance can also be 23 - cial, human resources, and the exploitation of these resources in a way that gives it the abil- ity to achieve the desired goals or that it seeks to achieve (Muthuveloo et al., 2017). The effective performance of the organi- zation is achieved through its ability to man- age its internal capabilities, which gives it the ability to adapt to the surrounding envi- ronmental changes in order to innovate and renew in a way that meets the changing needs of customers and achieves its goals and objec- tives (Andrew, 2017). Where organizational performance helps to develop human capital, productivity, and liquidity ratio (Anwar & Abdullah, 2021). The importance of organizational perfor- the organization, without which the organization business, and urging all employees of the orga- nization to invent new marketing and creative methods that contribute to the development or discovery of new products or entering new mar- kets (George et al., 2019). Organizational per- formance also helps to increase administrative productivity rates and administrative capabili- ties towards achieving outstanding performance (WANASIDA et al., 2021). 3. RESEARCH METHODOLOGY 3.1 The Research Method In order to analyse the mediating effect of entrepreneurial orientation on the impact of knowledge management processes on success- ful organizational performance at industrial sector in Jordan the quantitative approach Quantitative approach is concerned with the gathering and examination of information in numeric shape from the chosen sample. 3.2 The Research Hypothesis The hypotheses can be presented as follows: First Hypothesis (H01). There is no impact of knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge application) on the Organizational performance and its vari- ables (Performance of Employees, Commitment - maceutical industry companies in Jordan. Second Hypothesis (H02). There is no impact of knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge appli- cation) on the Entrepreneurial Orientation Knowledge Management Organizational performance Entrepreneurial Orientation Knowledge acquisition Knowledge storage Knowledge sharing Commitment to quality standards Performance of Employees In no va tiv en es s R is k- T ak in g Pr oa ct iv ity Knowledge application 2.4 Conceptual Framework 24 and its variables (Innovativeness, Proactivity, - cal industry companies in Jordan. Third Hypothesis (H03). There is no impact of Entrepreneurial Orientation and its variables (Innovativeness, Proactivity, and Risk-Taking) on the Organizational per- formance and its variables (Performance of Employees, Commitment to quality standards) companies in Jordan. Forth Hypothesis (H04). There is no impact of knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge appli- cation) on the Organizational performance and its variables (Performance of Employees, Commitment to quality standards) in the pres- ence of Entrepreneurial Orientation as a medi- - cal industry companies in Jordan 3.3 The Research Instrument The tool contains (36) items which the ques- tionnaire was distributed by hand. Questionnaire contains (4) demographic variables and (36) items represent study vari- ables. 3.4 Data Analysis and Interpretation To examine the mediating effect of entrepre- neurial orientation on the impact of knowledge management processes on successful organi- zational performance at industrial sector in Jordan. Statistical Package for Social Sciences (SPSS) in processing the following statistical techniques and tests in data analysis: 1. Reliability Test 3. Descriptive Statistical Techniques 4. Multiple Regression 5. Structural Equational Model (SEM) Demographic characteristics for the study sample. Sample GroupsDemographic Per centageFrequency 80.2321Male Gender 19.879 100%400Total 75.0300Bachelor’s Degree Academic Level 20.281Master’s Degree 4.819Doctorate Degree 100.0%400Total 2.39Less than 1 year Years of Experience 2.391–3 years 14.3570–5 years 81.1325More than 5 years 100.0%400Total 37.5150Administration Job Position 62.5250Employee 100.0%400Total FieldField number Independent Variables: Knowledge Management 0.841Knowledge acquisition 0.909Knowledge storage 0.824Knowledge sharing 0.784Knowledge application Dependent Variable: Organizational performance 0.859Commitment to quality standards 0.742Performance of Employees Mediating Variable: Entrepreneurial Orientation 0.838Innovativeness 0.856Proactivity 0.873Risk-Taking the stability of the results for this study. 25 3.5 Study Sample The study population consisted of all senior and middle administrations and employees in the pharmaceutical industry companies in Jordan. The study sample consisted of (150) senior and middle administrations, and (250) employees. The study sample was selected - the tables below: 3.6 Validity and reliability of the instruments After preparing the questionnaire in its initial form, it was presented to a group of experts specialized in business administration in Jordanian universities, and they were asked to express their opinion on the appropriateness of the paragraphs of the tool and the subject of the study, and to ensure the linguistic for- mulation of the test questions, and the clarity of the test instructions. Based on the opinions of the experts, some amendments were made, and some vocabulary was checked. After tak- ing the opinions of experts, the questionnaire the questionnaire had an appropriate degree of apparent honesty. To reach a degree of reliability of the test, the researcher used Reliability test for the instruments of measurement the reliability of a measure highlights the stability of consis- tency with which the instrument is measuring of a measure, in order to compare if the stu- dents achieve stability. 3.7 Study Results First Hypothesis (H01). There is no impact of knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge application) on the Organizational performance and its vari- ables (Performance of Employees, Commitment - maceutical industry companies in Jordan. To test this hypothesis, the researcher uses the multiple regression analysis. As shown in Table (3). impact of knowledge management and its variables on the Organizational performance in pharmaceutical industry companies in than (0.05). The value of R is the square root of R-Squared and is the correlation between the observed and predicted values of depen- determination R2 (0.424) thus, about 42.4% of the variation in Organizational performance explained by knowledge management and its variables in pharmaceutical industry compa- (72.785) of the Organizational performance in pharmaceutical industry companies in Jordan will be caused from for knowledge management specially (Knowledge Sharing and Knowledge Application). Second Hypothesis (H02). There is no impact of knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge appli- cation) on the Entrepreneurial Orientation and its variables (Innovativeness, Proactivity, - cal industry companies in Jordan. To test this hypothesis, the researcher uses the multiple regression analysis. As shown in Table (3). Table (3) demonstrate that there is signif- icant impact of knowledge management and its variables on the entrepreneurial orienta- tion in pharmaceutical industry companies in than (0.05). The value of R is the square root Multiple Regression test to check the direct effect knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge application) on the Organizational performance in pharmaceutical industry companies in Jordan. Sig*TCalculateSig*DF F Calculate(R 2)(R)Dependent Variable .0701.815.098Knowledge Acquisition 0.000 4 72.7850.4240.651Organizational performance .541.612.049Knowledge Storage395 .0033.009.233Knowledge Sharing 399 .0008.832.857Knowledge Application 26 of R-Squared and is the correlation between the observed and predicted values of depen- determination R2 (0.407) consequently, about 40.7% of the variation in entrepreneurial ori- entation explained by knowledge management and its variables in pharmaceutical industry companies in Jordan. Restriction Parameter - tion in pharmaceutical industry companies in Jordan will be caused from for knowledge man- agement specially (Knowledge Application). Third Hypothesis (H03). There is no impact of Entrepreneurial Orientation and its variables (Innovativeness, Proactivity, and Risk-Taking) on the Organizational per- formance and its variables (Performance of Employees, Commitment to quality standards) companies in Jordan. To test this hypothesis, the researcher uses the multiple regression analysis. As shown in Table (5). impact of Entrepreneurial orientation and its variables on the Organizational performance in pharmaceutical industry companies in Jor- than (0.05). The value of R is the square root of R-Squared and is the correlation between the observed and predicted values of depen- determination R2 (0.879) therefore, about 87.9% of the variation in Organizational performance explained by Entrepreneurial orientation and its variables in pharmaceuti- cal industry companies in Jordan. Restriction - tional performance in pharmaceutical industry companies in Jordan will be caused from for Entrepreneurial orientation specially (Innova- tiveness and Proactivity). Forth Hypothesis (H04). There is no impact of knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge appli- cation) on the Organizational performance and its variables (Performance of Employees, Commitment to quality standards) in the pres- ence of Entrepreneurial Orientation as a medi- - cal industry companies in Jordan The model is built in AMOS and the graph is shown below, and estimates of the stan- dardized parameters are shown in the graph. The boxes represent the observed variables and the circles for the error terms. AMOS refers to the correlation structure between associated error conditions. This can improve the overall model synthesis. - played below. Please note the Chi-square test The Root Mean Square Error of Approxima- the saturated model. (RMSEA) is 0.550, it indi- Multiple Regression test to check the direct effect knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge application) on the entrepreneurial orientation in pharmaceutical industry companies in Jordan. Sig*TCalculateSig*DF F Calculate(R 2)(R)Dependent Variable .2751.094.060Knowledge Acquisition 0.000 4 67.8160.4070.638Entrepreneurial Orientation .323.989.080Knowledge Storage395 .453.751.059Knowledge Sharing 399 .0008.859.867Knowledge Application Multiple Regression test to check the direct effect Entrepreneurial orientation and its variables (Innovativeness, Proactivity, and Risk-Taking) on the Organizational performance in pharmaceutical industry companies in Jordan. Sig*TCalculateSig*DF F Calculate(R 2)(R)Dependent Variable .0007.934.404Innovativeness 0.000 3 955.6220.8790.937Organizational performance .0008.950.587Proactivity396 .1351.496.061Risk-Taking399 27 the model accounts for you what proportion of the variance in the sample variance covari- ance matrix. This should exceed (0.7) for a good in this model. Which represent also strength of the model. (75.9%). 4. DISCUSSION In this study, part of the industry sectors in Jordan was being examined to show how the impact of knowledge management pro- cesses on the internal organizational proce- of knowledge management processes on Structural equation model. Structural equation model to check the impact of knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge application) on the Organizational performance and its variables (Performance of Employees, Commitment to quality standards) in the presence of Entrepreneurial Orientation as a mediating hypothesis Chi2 GFI CFI RMSEA Impact of knowledge management and its variables (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge application) on the Or- ganizational performance in the presence of Entrepreneurial Orientation as in Jordan. 811.864 0.759 0.792 0.258 Independent Variable Dependent Variable Estimate S.E. C.R. P (Sig) Knowledge acquisition Entrepreneurial Orientation .060 .043 1.385 .166 Knowledge storage Entrepreneurial Orientation -.046 .020 -2.254 .024 Knowledge sharing Entrepreneurial Orientation .103 .034 3.017 .003 Knowledge application Entrepreneurial Orientation .867 .057 15.231 Entrepreneurial Orientation Organizational performance 0.699 0.018 41.959 Knowledge acquisition Organizational performance .059 .050 1.165 .244 Knowledge storage Organizational performance .005 .023 .206 .837 Knowledge sharing Organizational performance .119 .025 4.841 Knowledge application Organizational performance .182 .024 7.584 28 improving organizational performance, which showed a positive relationship with statistical shows that knowledge management is a key factor in improving job performance and stan- dards. The result is compatible with the work of Koohang et al., (2017) and Abualoush et al., (2018). This result shows that knowledge man- agement in all its aspects and operations works its competitive capabilities by focusing on one of the main axes within it, which is the employ- ees by supporting them and increasing their the role of skill, creative thinking and inno- vation must be activated among employees in terms of the pharmaceutical industry and the marketing of these medicines in order to obtain better results and seize more opportuni- ties. (Nwankpa et al., 2021). The second hypothesis indicates that knowledge management positively affects the entrepreneurial orientation. This is sup- ported because the value of t is (1.094). Based knowledge management and entrepreneurial orientation. This is consistent with the work of de Guimaraes et al. (2018) and Alshanty & Emeagwali (2019), who also found that knowl- edge management positively affects entrepre- neurial orientation. The workers’ possession of experience is one of the important reasons for development and prosperity. This happens because of training employees to keep up with developments and what is new in the world of knowledge management, as well as increasing their cultural and cognitive sources will con- tribute to providing the company and produc- tion with creative and modern ideas. (Iqbal, 2021) Thus, they will take advantage of good opportunities and raise the level of the com- pany. The result is also in line with Weerakoon et al. (2020), who suggest that there is a direct relationship between the experience of employ- ees and the high level of competitive advantage of the company by providing the market with distinctive products The third hypothesis studies the impact of entrepreneurial orientation on the devel- opment of organizational performance. Which - cant correlation between the entrepreneurial orientation and its dimensions on organiza- tional performance in pharmaceutical compa- nies in Jordan. This positive relationship was In addition, the integration of organizational performance and entrepreneurship improves One of the foundations of the success of com- panies is sensing the needs of customers and studying the feedback in order to achieve a competitive standard between companies in attracting customers through an entrepreneur- ial orientation. In addition, companies must follow up the internal organization in terms of employees and performance level, as well as the external organization that is based on customers and dealing with them. Employees also should be passionate because it is a motive for creativity and achievement and helps them to integrate within the company’s environment and thus deal with customers within entrepre- neurial-oriented behaviors. The fourth hypothesis suggested that the en trepreneurial orientation mediates the rela- tionship between knowledge management and organizational performance. Mediation mediation effect. The results showed that the entrepreneurial orientation positively me- diates the relationship between knowledge management and organizational performance. Pharmaceutical companies can merge knowl- edge management with entrepreneurial ori- entation, which further will support the orga- nized planning within the company. By having more knowledge, skill and experience to em- ployees and supporting entrepreneurship will as well as the growth and improvement of em- ployee performance, and all of this will give the company an advantage. (Latif et al., 2020). This result is consistent with those of Monteiro et al. (2019), Abubakar et al. (2019). Implications of the study the effect of both entrepreneurial orientation and knowledge management on the organi- zational performance of pharmaceutical com- panies in Jordan. Although the concept of knowledge management (Wach et al., 2018; Abbas & Kumari, 2021) The four procedures in knowledge management which are (Knowledge acquisition, Knowledge storage, Knowledge sharing, Knowledge application) work together performance and work within the company, which will contribute to its development and distinction. Moreover, the current studies show that the entrepreneurial orientation is 29 one of the reasons for the success of organi- zational performance, as it enhances quality criterions and raises the productive capacity the results indicate that the success of pharma- ceutical companies is based on the amount of quantitative cognitive experience that employ- ees possess and how it been applied. Second, two parts–commitment to quality standards, and employee performance—and an empirical impact assessment between the two perspec- tives–due to the complexity of the organiza- tional performance of pharmaceutical compa- nies. Thus, there is a direct link or relationship that depends on the high performance of the employees and in return also the increase in the quality standards to be achieved - neurship and knowledge management are interested in this research as well as any- one else who can read it. Companies should keep up and continue to search for new ways and mechanisms for knowledge manage- ment (Raudeliuniene et al., 2020), to improve the organizational and functional perfor- mance (Sahibzada et al., 2020). To activate and operational levels to acquire transfer and apply knowledge. 2. The second step: an appro- - cial and information resources, in the pres- ence of an effective administration capable of clearly setting strategies for all. 3. The third step: taking into account the obstacles that prevent knowledge management in innova- tion. 4. The fourth step: developing practices and decision-making processes to enter new markets, discovering opportunities available in the market, and adopting new ideas within taking into account the possibilities that arise from the interactions of the last steps. 5. CONCLUSION Knowledge management is one of the ways to raise the level of job performance and support the entrepreneurial orientation of companies. There are many studies explain that knowledge management methods and processes support employees’ experiences and skills, and thus affect the extent of their motivation. As a result, it can be said that the application of knowl- edge management processes in pharmaceutical companies will increase production capacity while raising the value of quality, gaining pos- itive recommendation from customers as well strengthening the entrepreneurial orientation. By referring to the company’s goal, customers, entrepreneurial orientation can modify and innovate according to the feedback obtained from them and thus gain more customers and management aims to provide employees with the experience and skills necessary to be able to meet the needs of customers in a better and more distinctive way than other companies in the market. The enforcement of the entrepre- neurial approach causes companies to inno- vate new businesses that ultimately will form the active elements. Proposed model of the moderating effect of entrepreneurial orientation on the impact of knowledge management processes on successful organizational performance. 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