Intangible Resources and Organizational Performance of Higher Education Institutions: A Multigroup Analysis in Gandaki Province
DOI:
https://doi.org/10.3126/irjms.v10i1.87298Keywords:
Knowledge management, Organizational learning, organizational performance, higher educational institutions, NepalAbstract
Purpose: The study examines impact of intangible resources, organizational learning and knowledge management, on organizational performance of HEIs with mediation and multi-group analysis in Gandaki Province, Nepal.
Methodology: Descriptive and causal-comparative design were used with proportionate stratified sampling of 487 staffs of constituent and affiliated campuses. PLS-SEM and PLSMGA were conducted for hypothesis testing using SmartPls version 4.
Findings: Results corroborate that KM has a significant positive effect on OP, with OL playing a partial mediating role. While affiliated campuses exhibited stronger direct KM–OP links, constituent campuses relied more on OL to translate KM into performance. Multi-group analysis did not reveal any statistically significant differences among campuses.
Implications: HEIs must strengthen digital KM systems, foster continuous learning cultures, and apply governance-specific measures to maximize performance. Future studies can employ longitudinal or mixed-method designs including leadership style, autonomy, and technology adaptation variables.
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