Risk Management System and Employee Knowledge Sharing: Unravelling the Role of Chosen Company Attributes for Organisational Resilience

ABSTRACT

This article examines how organisational attributes shape two complementary organisational capabilities—process risk management and employee knowledge sharing—and how these capabilities contribute to organisational resilience. Drawing on organisational capability and human capital perspectives, the study adopts an integrated multi‐method research design comprising two empirical components conducted in the Czech Republic. The first component investigates the organisational determinants of process risk management capability using interview and survey data collected from manufacturing firms. The second component examines the drivers of employee knowledge sharing based on a dataset of 480 employee questionnaires across organisations. The findings indicate that organisational attributes influence the development of both capabilities through distinct but interrelated mechanisms. While process risk management capability is associated with formal management systems, process orientation and specialised organisational roles, knowledge sharing is primarily driven by employee characteristics, motivation, leadership and the use of knowledge‐sharing tools. Firm size emerges as a common determinant across both domains, whereas ownership structure demonstrates only limited influence. The results further suggest that organisational resilience is strengthened through the combined development of mature risk management processes and effective knowledge‐sharing practices. By integrating structural and human capital perspectives within a single framework, this study contributes to the literature on organisational resilience by providing a more comprehensive understanding of resilience as an outcome of interacting organisational capabilities.