Beyond Social Relationships: The Organisational Role of Workplace Friendship in Driving Knowledge Management Processes

Abstract

Knowledge management (KM) has become a strategic capability for organisations seeking to enhance innovation, organisational learning, and long-term performance. However, the effectiveness of KM depends not only on technological infrastructure but also on the quality of interpersonal relationships within the workplace. This study investigates the influence of the organisational dimension of workplace friendship (WF), represented by friendship opportunity and friendship prevalence, on four KM processes: knowledge generation, knowledge storage, knowledge sharing, and knowledge application. Drawing upon Social Capital Theory and the Knowledge-Based View, a conceptual model was developed and empirically tested using data collected from 437 academic staff members employed at public universities in Nineveh Governorate, Iraq. A cross-sectional survey design and convenience sampling technique were adopted, and the proposed model was analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS 3.9. The findings reveal that WF exerts positive and statistically significant effects on all four KM processes, indicating that supportive interpersonal relationships enhance the creation, preservation, dissemination, and utilisation of organisational knowledge. The study contributes to the organisational behaviour and KM literature by demonstrating that WF constitutes a strategic organisational capability rather than merely a social phenomenon. The findings also provide practical guidance for university administrators seeking to cultivate collaborative organisational environments that strengthen KM capabilities, promote innovation, and improve institutional performance.