DETERMINANTS OF MANAGEMENT PRACTICES AND CULTURE TOWARD ORGANISATIONAL PERFORMANCE OF PUBLIC INDUSTRIES IN LIBYA: PLS-SEM APPROACH

Abstract

This study examines the determinants of knowledge management (KM) practices and their impact on organisational performance within public industries in Libya. Drawing on the Resource-Based View (RBV) and Knowledge-Based perspectives, the research investigates the roles of administrative leadership, training, incentives, and oversight and monitoring as key antecedents influencing management practice and organisational culture, which in turn affect organisational performance. A quantitative research design was employed using survey data collected from employees in Libyan public sector organisations. Structural Equation Modelling (SEM) was applied to assess both the measurement and structural models. The findings reveal that training and incentives significantly influence management practice and culture, while administrative leadership and oversight and monitoring demonstrate direct effects on organisational performance. Furthermore, management practice and culture play a mediating role in enhancing organisational outcomes. The results highlight the critical importance of enhancing a supportive organisational culture, strengthening leadership capabilities, and investing in employee development and incentive systems to improve knowledge management effectiveness. This study contributes to the limited empirical literature on KM in developing economies, particularly within the Libyan public sector, and offers practical implications for policymakers and organisational leaders seeking to enhance performance through knowledge-driven strategies.