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1. Introduction
As the COVID-19 pandemic unfolded, its disruptive impact prompted an unprecedented shift in work dynamics across the globe. With the imperative to ensure business continuity and protect employee health, many companies swiftly pivoted to telework arrangements. Governments responded with supportive measures, such as the enactment of the Coronavirus Aid, Relief, and Economic Security (CARES) Act in the USA in March 2020, which included provisions to facilitate businesses’ transition to telework. Similarly, in Japan, the government issued strong directives urging the population to stay indoors and encouraging companies to minimize commuter numbers by implementing telework policies (MHLW, 2020).
The dynamics of human interaction, communication and work have undergone a significant transformation due to the impact of the COVID-19 pandemic (Magnier-Watanabe, 2022). The fear of infection, the need for social distancing and the widespread adoption of telework have collectively reshaped the way people engage with each other and fulfill their professional responsibilities. This substantial shift from working in an office environment designed for organizational objectives to working from home, primarily intended for personal activities, inevitably influences how employees manage knowledge and, consequently, impacts their job performance (Magnier-Watanabe, 2023). It becomes crucial to explore the role of prior telework experience and the frequency of telework, as they have been identified as factors influencing knowledge management (KM) – the strategic handling of knowledge to fulfill individual responsibilities and contribute to organizational goals (Allen et al., 2015; Taskin and Bridoux, 2010; Jennex, 2008). Indeed, KM plays a crucial role in enhancing individual performance, which comprises task, contextual and adaptive performance within organizations, particularly in knowledge-intensive environments (Alavi and Leidner, 2001). Task performance, defined as the efficiency and effectiveness with which employees carry out their core work-related activities, is closely linked to the organization’s ability to manage and use knowledge effectively. Contextual performance, which refers to behaviors that contribute to the broader organizational environment − such as cooperation, helping colleagues and taking initiative − is also enhanced through effective KM practices that promote knowledge sharing and collaboration (Organ, 1988; Borman and Motowidlo, 1993). Additionally, adaptive performance, which involves employees’ ability to respond to change, learn new skills and handle unpredictable situations, is fostered by KM activities that enable continuous learning and knowledge application, making organizations more agile in...