The Nexus Among Knowledge Management, Organizational Learning, and Organizational Performance: The Mediating Role of Top Management Support

ABSTRACT This study investigates the relationship between knowledge management techniques and organizational performance, highlighting the mediating role of top management support through organizational learning (OL). Founded in the knowledge‐based view (KBV) and resource‐based view (RBV), the study examines the significant impact of knowledge management components—knowledge creation, acquisition, sharing, and storage—on OL, which in turn affects top management support (TMS) and organizational performance (OP). Employing a quantitative descriptive methodology and partial least squares structural equation modelling (PLS‐SEM), data were collected from 400 participants across Bangladesh. Findings indicate that executive support enhances the strategic significance of OL through the connection between knowledge management and OP, affirming its substantial influence. This work empirically demonstrates the dual mediation pathway, supporting theoretical studies and providing practical implications for firms seeking to implement knowledge management for an enduring competitive edge in a fluctuating environment.