Purpose: The aim of this study is to investigate the serially mediating effect of knowledge management (KM) practices (namely, knowledge creation, storage and sharing) on the organizational learning (OL) and organizational performance (OP) relationships during a crisis.Design/methodology/approach: Based on theories-of-action, knowledge-based and resource-based theories, this study proposed a sequential mediation model where OL underlying mechanisms through which KM practices have facilitated OP during the crisis. The sample dataset contains 440 responses collected from the managers of the software development companies in Pakistan. The authors used Hayes Process macro with SPSS to test the study hypotheses.Findings: The results of the study reveal that knowledge creation, storage and sharing serially mediate the relationships between OL and OP. These findings strengthen the argument suggesting that OL plays the key role in KM that helps software companies to mend their performance in times of crisis.Originality/value: This study contributes to the KM literature in two ways: (1) grounded on the study's proposed framework, organizations can improve and manage their businesses in times of crisis and (2) learn how to generate new knowledge in response to business crises.

Service workers are more prone to experience customer mistreatment because of their frequent interactions with them. Hence, it compels them to the level where their performance is compromised. Employees who face customer mistreatment feel ill-treated and develop the desire for revenge. Based on the social exchange and displaced revenge perspective, this study examined the relationship between customer mistreatment and coworker undermining, and individual-level resource-based moderator service rule commitment (SRC) for this relationship. An analysis of time-lagged, dyadic data (81 supervisors and 410 subordinates) from the Chinese service industry confirmed that customer mistreatment significantly predicted coworker undermining. In addition, in support of the resource perspective, employees’ SRC effectively restricts an effect of customer mistreatment on coworker undermining. Finally, this study contributes to the customer mistreatment and coworker undermining literature by highlighting their relationship. This study also shows the importance of SRC in restraining the adverse effects of customer mistreatment.