Knowledge Management and its Impact on Organizational Performance: Evidence from Pakistan

The aim of this research is to investigate the impact of knowledge management on organizational performance with the moderating role of transformational and Participative leadership behavior in telecom sector of Punjab, Pakistan. How leaders motivate to their employees and how they enhance the performance of organizations by using their knowledge. Research approach was deductive. Postivism research paradiagm was used to measure the study. Simple random sampling technique was used to collect data from employees as well as managers of telecom sector. Sample size was 280 employees of telecome sector. This research is significant for academically and practically in public and policy making. How an organization can enhance to their performance, effectively when long-term commitment, trust, successful socialization of employees and organizational citizenship behavior take place in the organization.


Introduction
In the beginning of 21st century, knowledge management (KM) evolution come up with great demand of reorganization's, employees, customers and financial markets etc. The improvement of all types of industry was started demanding of it with full attraction. During 1998s, to 1990s, its demand has been on top and organizations have pursue to its quality and importance warmly. (Addis, 2016;Holtshouse, Borghoff, & Pareschi, 2013).
Knowledge enhance to the overall performance of the organization when leaders perform the participative role and transformational role regarding knowledge management. Participative and transformational leaders take initiate step of knowledge management for encouraging of employees, innovation in business and practically transformation of knowledge to one another, lead to enrichment of organizational performance (Donate, 2015).
Leadership behavior has long and many histories in research that focused on the two-constructs "concern for task" and "concern for people" by using different terminologies for the purpose of 2. Literature Review

Knowledge Management and Leadership Behaviors
Managers and leaders show their positive behaviors and take an interest in the management of knowledge that most important for the success of any business. Many experts assign to knowledge as the sustainable and gaining the competitive edge in the modern era of business. (Azizi, Maleki, Moradi-Moghadam, & Cruz-Machado, 2016).
Knowledge management leads to leaders in self-management and self-interaction those leaders who create positive effects on the organizational performance. Transformational leaders and participative leader's behaviors may be differ but first leaders increase output by encouraging and developing to their followers and second based on the "on a series of exchange between leaders and followers" and these all to all things' explain to the workers who's shows the positive result and positive behaviors due to the knowledge (Donate& dePablo,2015).

Technical Knowledge and Leadership Behavior
Technical knowledge refers to the modern ways of knowledge sharing with one other and it has the mechanically knowledge and provide practically to subordinates which is most easily acceptable and important for the society and for the organization better performance (Giurgu, Barsan, & Mosteanu, 2016).
In addition, transformation leadership ancient in the knowledge sharing tools and considered that who's manager and leaders should do for encouraging to knowledge among employees with their experiences (Campbell, 2017). These are the types of tacit knowledge and explicit knowledge. Many preceding studies have explored to the relationship among these types of variables but more in the transformational leaders and knowledge sharing. When leaders transfer their knowledge to the other for the purpose of organizational performance then both leaders and organizational performance encourage by sharing of knowledge that creates coordination among them (Al-Husseini & Elbeltagi, 2012).

Knowledge sharing and leadership behavior
For the better performance of organizations, there is need the knowledge sharing and make innovative to business for sustain. The knowledge of sharing leaders' behavior convert into learning and then they use the process of sharing in the success of business and adopt to the globalization changing effectiveness of competency and other new abilities of doing work in organization with modern style through the sharing of knowledge (Mullen et al., 2017).
Knowledge sharing and leadership behavior has specified role on the knowledge management. The transformational leader encourage to the environment and other circumstance in which employee automatically pushes and participates in knowledge sharing due the this style and knowledge sharing comes out from employee side, so exchange of knowledge and idea sharing has begun in organization (Mullen et al., 2017;Sanders, Shipton, & Gomes, 2014).

Organizational Performance
Transformational leadership positively associated with organizational structure (Mullen et al., 2017). They put their knowledge in employee motivation, effectively and employees they show willingness satisfactory with organizational culture and perform participative role in organizational perform (Ghaffari et al., 2017). Ethical leader can perform a mediating role as well as moderating role between organizational culture and employee outcome that is necessary element for good performance of organization. (Ofori, 2009).
Hugyun kim (2017) is also express to this positive correlation between organizational structure, organization performance and transformer leadership. Clan culture, affective commitment and organizational citizenship behavior has managed beautifully by this type of leader, who has knowledge of management to these factors practically and theoretically (Ahmed, Shah, Qureshi, Shah & Khuwaja, 2018). This study help all public and private sector in managing knowledge about organizational culture smoothly and get positive report (Erkutlu, 2012;Kim, 2014).

Problem Statement
Organizaitonal performance has been a construct paid limited attention in Pakistan's context (Refer for example Umrani, Mahmood, & Ahmed, 2016;Umrani, Kura, & Ahmed, 2018. In Pakistan, firms are facing the problem short-term commitment and counterproductive work behavior which has impact on the organizational performance. Mismanagement of knowledge within an organization with all employees of leaders and managers. Due to this problem, the socialization of new employee's damage and counterproductive work behavior and short-term commitment increase that lead to low performance of organization. Knowledge management is the key factor of success for any organization if it is implemented to effectively and efficiently by leaders and management. It is the source of motivation, innovation and individual growth within organization (Mohapatra, Agrawal, & Satpathy, 2016).
Transformational Leadership behavior improves the efficiency and participative leadership behaviors enhance to effectiveness of organizational performance and positively relate with it (Nguyen, Mia, Winata, & Chong, 2017;Pahi, Hamid, Ahmed, & Umrani, 2015). Telecom sector of Punjab Pakistan are facing with this problem, which is effect the organizational performance. There is deficiency of proper knowledge management in the telecom sector (Zahra, Azim, & Mahmood, 2008).

Conceptual framework
The following diagram (Fig. 1) demonstrates the conceptual framework of the research: H3: Participative leadership style has a positively moderate the relationship between knowledge management and organizational performance.

Research Approach and Nature
This research was used ductutive research approach. Positivism research paradigam was followed and Nature of research was explanatory. In this study we was test leadership member exchange theory.

Sampling Technique and Sample Size
The marked population of this study was contained of employees and managers of telecom sector from Gujranwala and Gujarat pakistan. Simple random sampling technique was used for this study.The population was unknown because we don't have the exact figures of telecom sectors employees. Hair suggested is 5:1 ration in which we can draw sample on the base of our instruments (Hair Jr, Anderson, Tatham, & Black, 1995). By multiplying the number of instrument with different ranges of formula 5, 10, 15 are the rang of formula recommended (Nunnally, 1978). So there is sample size for this research was based on the 30 item of questionnaire multiply by 10 which were made 300 sample sizes. So, we collect the data 300 employees.

Data Collection Method and Analysis
The data have been collected from four different telecom companies. Telenor, Jazz, Zong and U-phone offices of Gujranwala and Gujarat areas. SPSS 21 Version has been used for descriptive and inferential  (Hayes & Preacher, 2014). Organizational performance .854

Correlations
Table-2 of the correlation shows "1" Pearson correlation of all self variables that mean 100% correlate from itself being the same variable.The Significant level of the correlation is 0.01 and this table has .000 levels of all variables which more significant output. The Correlation estimate to the relationship among variable that should not be greater than 1.00. .000 .000 .000   (2008), Hair, Anderson (1995). And the above table shows greater than these all recommended values which means that the variables are correlated with each other. So the second hypothesis also accepted but not highly correlated in fact it has the positive effect on the relationship of KM.

Conclusion & Limitations
In the summing up knowledge management has a significant and positive impact on the organization performance but in the presence of the transformational and participative leadership behaviors with subordinates and other members of the organization expand the knowledge performance. The participative role is always significant. Always enhance the efficiency of the employees by motivating them through knowledge sharing, technical knowledge and sharing organizational structural information with employees especially who are the on socialization stage in any business. This paper has some confines regarding the lack of time and such other factors. In this paper, the data have been collected only from Gujranwala and Gujarat area .There is also not indicate the results of male and female separately.