Sharing business knowledge is a key factor in organizational performance: a case study of organizations affiliated with the Royal Moroccan Athletics Federation

Abstract

In a knowledge-oriented society, knowledge sharing within an organization is widely recognized as a crucial strategic element, as emphasized by Peter Drucker. Performance theory explores this concept through various dimensions, encompassing strategic performance according to T. Peters and R. Waterman (1983), competitive performance according to M. Porter (1974), economic and financial performance according to J.M. Stern and G.B. Stewart, and socio-economic performance according to (Isaac & Kalika, n.d.). While contemporary approaches integrate a systemic view of performance by including the organizational dimension, traditional approaches primarily focus on the economic aspect.

This study focuses on the challenges related to knowledge sharing in the field of athletics in Morocco and its impact on organizational performance, with a particular emphasis on sharing among stakeholders. Using a quantitative approach based on hypothetico-deductive reasoning, we employed a computerized questionnaire via Google Forms to survey 120 sports organizations affiliated with the Royal Moroccan Athletics Federation. By utilizing SPSS software, the results indicate a limited inclination towards knowledge sharing within these organizations, while revealing a significant positive impact of this sharing on their performance.

Thus, this research explores the intricate links between knowledge sharing and organizational performance in the field of athletics in Morocco, providing valuable insights for knowledge management and performance enhancement within these sports entities.

Keywords: Knowledge sharing, business knowledge, organizational performance, tacit and explicit knowledge, sports organization.

Classification JEL :

Paper type: Empirical Research