The objective of this article was to determine the mediating effect of shared knowledge
and organisational commitment in the relationship between organisational values and collaborative
public management. Organisational values are also made up as a second-order construct consisting
of other first order sub-dimensions such as authority, autonomy, conservatism, equality, harmony,
and hierarchy. This research is based both on the Theory of Resources and Capacities and the
theoretical perspective based on knowledge. The hypotheses proposed were supported with the use
of structural equation models based on composites (PLS-SEM). The results show empirical evidence
of a multiple fully mediating effect. The findings confirmed that organisational values do not have a
significant direct positive impact on collaborative public management unless they are full mediated
by shared knowledge and organisational commitment. In addition, this research framework is
effective for improving public employees’ work efficiency and has practical implications for scholars,
practitioners, and the authorities
Thesis Collection
Last Deposit
