Mediating effects of affective organizational commitment and psychological contract in the relationship between strategic training practices and knowledge sharing

Abstract

Roya Anvari*, Salmiah Mohamad Amin, Wan Khairuzzaman Wan Ismail, Ungku Norulkamar Ungku Ahmad and Salbiah Seliman

This study contributes to the development of the knowledge management and strategic training literatures through developing the linkages between them. The study sample comprised 301 employees from universities of medical sciences in Iran. Multiple and simple linear regression and path analysis were used to test the direct and mediated relationships among the variables. The study considers how motivation to learn, training attitudes, and perceived support of employees to their knowledge sharing may be shaped by their level of affective commitment and psychological contract. Results highlight significant relationships between (a) strategic training practices and affective organisational commitment, (b) affective organisational commitment and turnover intentions, (c) knowledge sharing and turnover intentions, (d) affective organisational commitment and knowledge sharing, (e) strategic training practices and psychological contract, (f) psychological contract and knowledge sharing, and (g) psychological contract and affective organisational commitment. Results reveal that whereas strategic training practices are positively related to affective organisational commitment and psychological contract, both affective organisational commitment and knowledge sharing are negatively associated with turnover intention. In addition, the results provide evidence that affective organisational commitment and psychological contract have a significant mediating effect on the relationship between strategic training practices and knowledge sharing. Managerial and practical implications of the findings are highlighted.