The Effect of Knowledge Management Developments and Organizational Adaptation on the Three Dimensions of Internal Performance Process, Customer Performance, and Learning and Growth

Applying knowledge management in organizations and its development according to its ever-increasing developments is one of the factors influencing the organization's performance which as a requirement leads to improving organizational learning, growth, and customer performance. Furthermore, the formulation of knowledge management strategy and personal knowledge management strategy are among the factors influencing the evolution of knowledge management. In this regard, the current research aims to investigate the impact of knowledge management developments and organizational adaptation on the three dimensions of the internal performance process, customer performance, and learning and growth.

The present applied research is a descriptive survey. The statistical population included all employees and experts of Bank Mellat branches in Qom province. After conducting the pre-test and confirming the validity and reliability and determining the variance deviation of the initial sample, the statistical sample was obtained according to Cochran's formula as 101 people who responded to the questionnaires in a non-probabilistic manner. The data collection tool was a questionnaire. After collecting the questionnaires, the structural equation model was used to analyze the data, which is a complete structural equation model combining path diagram and confirmatory factor analysis. Cronbach's reliability coefficient in this study was higher than 0.7 for all variables, which is higher than the minimum standard value. Therefore, the measurements have high reliability. Also, Bagozzi and Yi standards above 0.6 have been reported for composite reliability (CR). All (CR) values of the variables are more than 0.6, therefore, the measurement model has a suitable composite reliability. To check the convergent validity in the PLS model, the average variance extracted (AVE) was analyzed and all the AVE values related to the constructs showed a value of more than 0.4, which means it is an acceptable limit for the convergent validity of the questionnaire. In this research, structural equation modeling and partial least squares method were used to test hypotheses and fit the model.

The results showed that the impact of knowledge management changes on the process of internal performance, customer performance, and learning and growth were confirmed with t-value of 6.56, 4.97, and 6.92 respectively. But the effect of organizational compatibility on internal performance process, customer performance, and learning and growth were rejected witht-value of 0.199, 0.819, and 0.531 respectively. The effect of personal knowledge management strategy on knowledge management developments was confirmed with a t-value of 4.74, but the effect of developing knowledge management strategy on knowledge management developments was rejected with a t-value of 1.69.

According to the findings, knowledge management developments have a positive and significant impact on the internal performance process, customer performance, and learning and growth. Therefore, paying attention to the developments of knowledge management helps organizations improve their internal performance process and learning and growth of organization members and enhance customer performance. Also, by adopting a personal knowledge management strategy, organizations can be more successful in influencing knowledge management developments. Therefore, it can be said that knowledge management capabilities and the organization's ability to effectively manage knowledge, which has evolved in the shadow of knowledge management developments, provide employees with a standard basis for achieving interaction. Its effectiveness in creating value for the organization emerges through the impact of knowledge processes on the internal performance process of the organization. Furthermore, the evolution of knowledge management will lead to learning and organizational growth as the most critical tool for the evolution of knowledge management, which is a process of continuous creativity through the creation of new knowledge, and if customer relationship management is integrated with knowledge management (as a necessary strategy for complex environments, dynamic) can improve business processes and increase customer satisfaction, profitability, and customer loyalty. Considering the confirmation of the impact of knowledge management developments on the internal performance process, it is suggested that by using the developments that have been created in the field of knowledge management, by simplifying the bank's internal processes, increasing the quality of the bank's services and creating innovation in service delivery, they can improve the performance process. be effective internally. Moreover, considering the confirmation of the impact of knowledge management changes on learning and growth, it is suggested that managers, by providing suitable conditions, using knowledge management capabilities and the changes that have occurred in this field, should focus on organizational learning and growth and lead to the improvement of skills, and employee satisfaction, as well as lead to the improvement of services provided to customers and customer satisfaction. According to the results of this research, it seems that the organizations that perform their activities based on knowledge management and engage in continuous organizational learning will be in sync with the developments in the field of knowledge management and will ultimately have higher efficiency, effectiveness, productivity, and service quality. Considering the confirmation of the impact of knowledge management changes on the performance of customers, it is suggested that organizations, especially financial organizations, improve business processes through the integration of customer relationship management and knowledge management and increase the level of customer satisfaction, profitability, and customer loyalty.