{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,14]],"date-time":"2026-04-14T02:03:28Z","timestamp":1776132208652,"version":"3.50.1"},"reference-count":146,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2023,8,10]],"date-time":"2023-08-10T00:00:00Z","timestamp":1691625600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JKM"],"published-print":{"date-parts":[[2024,4,29]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes\u2019 Process macro.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture \u2013 thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/jkm-01-2023-0032","type":"journal-article","created":{"date-parts":[[2023,8,9]],"date-time":"2023-08-09T07:03:06Z","timestamp":1691564586000},"page":"920-946","source":"Crossref","is-referenced-by-count":34,"title":["The role of AMO HR practices and knowledge sharing in developing a learning organizational culture: evidence from the United Kingdom"],"prefix":"10.1108","volume":"28","author":[{"given":"M. Muzamil","family":"Naqshbandi","sequence":"first","affiliation":[]},{"given":"Sheik","family":"Meeran","sequence":"additional","affiliation":[]},{"given":"Minseo","family":"Kim","sequence":"additional","affiliation":[]},{"given":"Farooq","family":"Mughal","sequence":"additional","affiliation":[]}],"member":"140","published-online":{"date-parts":[[2023,8,10]]},"reference":[{"issue":"3","key":"key2024042607364544200_ref001","doi-asserted-by":"crossref","first-page":"207","DOI":"10.1108\/JWL-07-2018-0096","article-title":"Impacts of knowledge sharing: a review and directions for future research","volume":"31","year":"2019","journal-title":"Journal of Workplace Learning"},{"issue":"1","key":"key2024042607364544200_ref002","doi-asserted-by":"crossref","first-page":"7","DOI":"10.1108\/JOEPP-08-2014-0042","article-title":"Employee engagement, human resource management practices and competitive advantage","volume":"2","year":"2015","journal-title":"Journal of Organizational Effectiveness: People and Performance"},{"key":"key2024042607364544200_ref003","first-page":"1","article-title":"Articulating cognizance about what to hide what not","year":"2023","journal-title":"Journal of Business Ethics"},{"issue":"1","key":"key2024042607364544200_ref004","article-title":"HRM practices and employee competence: a general system perspective","volume":"4","year":"2014","journal-title":"International Journal of Business, Economics and Law"},{"issue":"1","key":"key2024042607364544200_ref005","doi-asserted-by":"crossref","first-page":"74","DOI":"10.1504\/IJKL.2017.088189","article-title":"Impact of organisational practices on knowledge sharing: an empirical study","volume":"12","year":"2017","journal-title":"International Journal of Knowledge and Learning"},{"issue":"4","key":"key2024042607364544200_ref006","doi-asserted-by":"crossref","first-page":"617","DOI":"10.1108\/13673271211246185","article-title":"Does knowledge management really matter? 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