Factors Influencing Organizational Performance: The Mediating Effect of the Architecture of Employee Flexibility

Abstract

The rapid growth of hospitals in Indonesia requires effective organizational performance supported by collaboration and knowledge management. However, unequal knowledge distribution, seniority culture, and limited employee adaptability may hinder organizational effectiveness. This study aims to examine the effects of collaboration culture, knowledge transfer, and knowledge utilization on organizational performance and to analyze the mediating role of the architecture of employee flexibility in these relationships. A quantitative approach was employed using a survey method, with data collected from employees involved in operational and accreditation activities in accredited private hospitals. Data were analyzed using structural equation modeling to test direct and indirect relationships among variables. The findings show that collaboration culture, knowledge transfer, and knowledge utilization have positive and significant effects on both the architecture of employee flexibility and organizational performance. The architecture of employee flexibility also has a positive and significant effect on organizational performance and significantly mediates the relationships between the three antecedent variables and organizational performance. The mediation effects are classified as partial, as the direct effects remain significant. This study contributes to human resource management by integrating collaboration, knowledge management, and employee flexibility perspectives to explain organizational performance in private hospitals.